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Drivers of Workforce Engagement: Rewards & Recognition Moves Into the Top Five
This is part of a special advertising supplement on Recognition and Rewards.
For the first time in five years, U.S. workers have identified rewards and recognition as a top driver of engagement, according to results of the 2008 Employee Hold'em National Benchmark on Workforce Engagement. Employers, take heed: When you do a better job of ensuring that the best employees receive the greatest rewards, employees are more likely to stay longer, work harder for customers and recommend the organization as a great place to work. Based on the study's analysis, the top five drivers of U.S. workforce engagement are: * Daily satisfaction -- the ability of managers and supervisors to: recognize what motivates employees to come to work each day, ensure working relationships are positive, allow for autonomy and discretion in job performance, show respect to employees and maintain a high-performance, enjoyable workplace. * Ethics, diversity and safety -- organizational leaders' abilities to: create a culture of ethical conduct and decision-making, comply with laws and policies, respect and manage diversity, and ensure a safe work environment. * Reputation management -- organizational leaders' abilities to: shape and manage the organization's reputation internally and externally; identify and describe strengths of the organization's products, services and solutions; and exercise positive corporate social responsibility. * Rewards and recognition -- HR professionals' abilities to assist the organization by rewarding performance through a variety of approaches: recognizing employee contributions to organizational achievements, ensuring fair treatment in reward practices and developing strategies for employee involvement. * Tools and technology -- the abilities of managers and supervisors to: allocate resources necessary for employee work; provide tools and techniques for job performance; ensure ergonomically correct work environments; and structure workflow, interactions and processes appropriately.
July 1, 2008 Copyright 2008© LRP Publications |
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© Copyright 2010 LRP Publications. All rights reserved.
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