Lower the drawbridge

Castle with moat
Image courtesy of Freedigitalphotos.net.

When a company is out recruiting, the HR is tasked with turning on the charm. Brochures with pictures of colourful ‘fun’ workplaces, happy smiling employees and lists of all kinds of best employer awards the company won, are handed out.

After all the wooing, the candidate decides to sign on, and out comes the ‘standard’ contract – you will not tell anybody about this offer, you will not leave us without a 1 month notice period, you will not work for competitors for several months after leaving, you will not do this, you will not do that, you dare not leave us once you sign on. While you do a double take at the contract, the recruiter smiles and adds “Oh, and did we tell you about the excellent employee engagement policies we follow, with total involvement from the senior leadership, no less – we have some really good consultants, who tell us what to do on engaging our workforce. Paintball wars in the parking lot every fourth Saturday and company picnics every quarter. It’s a riot!”

If you are sure you are a great organization to work for, you are sure you really do everything to engage with your employees, your projects are intellectually stimulating, your policies are realistic and employee friendly, the office culture is ROWE and not command-control, employee engagement is more than lip-service you do to win some award every year then dare to lower the drawbridge.

Do you dare to redraw your employee contract to let people leave when they wish, and join whichever organization they want to and do what they want to.

If you have a truly engaged workforce it doesn’t matter if the door is wide open. If not, filling the moat with legal crocodiles and pulling up the drawbridge won’t protect your crumbling castle – the good ones will leave – It’s just a matter of time.

“Un-fire” your employees – one day at a time.

Un-fire_EmployeesThere sure is a lot of stuff out there about “employee engagement” – 72m search results on Google. ‘Employee retention’ throws up around 12m. Search for ‘Employee Firing’ and you get 12m results again! Employee Hiring throws up a whopping 150m pages. Of course, Google search results are hardly the data point one should be looking for to decide employee engagement strategy, but it’s a good indicator of what people are thinking (and writing) about.

Assuming that you have done a good job of hiring your employees in the first place, engaging them is all about what I call ‘Un-firing’ employees – every single day. A chaotic workplace, lack of goal clarity, insensitive supervisors, indifferent senior management, working in silos with little or no idea of what’s happening around, being clueless about the big picture are all things that contribute to disengaging your employees – the equivalent of firing them a bit at a time. Disengagement in a workplace is like slow poison that throttles and chokes the life out of your organization. It starts at the water-cooler as whispers and finally shows up in your annual results in the form of missed targets and dismal financial performance. What follows is well-known. Projects are missed. Plans go awry. Investors get mad. The stock gets hammered because your competition pulls miles ahead of you. And then you pull out the financial-machetes and start ‘rationalizing the workforce’.

It’s a point I make time and again on this blog and in other forums – disengagement is rarely a result of one big bad experience the employee has. That bad experience you see listed as a possible root-cause in the exit interview form is only the straw that breaks the proverbial camel’s back. It’s the daily dose of small experiences at the workplace that add up. A bad or non-existent engagement strategy results in you ‘firing’ your employees every single day they show up for work.

The final act of leaving is just a formality. If you don’t engage your workforce every single day, they would have mentally switched off and fired you ages before they actually leave.

Image used in this post courtesy of Freedigitalphotos.net.

Building a high-energy work environment

_Workplace_Motivation_Usually when people think of an office buzzing with energy with everyone in the ‘zone’ they think of start-ups. Small office, people sitting where they can, cheap furniture, lots of wires criss-crossing the floor from all the machines lying helter-skelter all around. For the record, the first “office” ‘kwench had was a living room and we had one-plastic table and a plastic chair (for guests).

Large offices with cubicle farms, cafeterias, grand lobbies typically evoke mental images of power and a large process oriented machine at work rather than energy.
Good generalizations for stock photography and movie plots, but hardly the reality. The energy you feel in start-ups doesn’t come from sitting on the floor or having doors as desktops, it comes from the motivation levels of those working there. Similarly the fluorescent lighting in the swank offices of a large organization isn’t sucking out the creative energy of the workforce, something else is.

There is a default environment in a young start-up that larger organizations with hierarchies, departments and processes need to consciously implement. The magic-dust that transforms a workplace into a high-energy work environment is, engagement.

Component_Target_In the book Employee Engagement, W Macey et. al, write that there are there are four components (or aspects as some would prefer to call it) held with the glue of engagement, that need to come together – – to enable a creative and motivating work environment. What follows is a slightly modified list.

(a) Employees should have the liberty to engage: ‘But who is stopping them?’ you ask. The answer, is ‘most likely – everything.’ Companies have processes and set rules to ensure that things get delivered on time with the required accuracy and this definitely is a good thing. But it is not the best thing. Employees following set processes and delivering as promised drive customer satisfaction; engaged employees deliver customer delight. But they should have the liberty to do so. The organization should be tolerant of creative solutions and possible failure – a confidence that failure will be treated “fairly”. If deviation from processes is always punished, innovation is unlikely to ever happen in your workplace.

(b) Employees should have the capability to engage: So you set the ground rules in your workplace and encourage the team to go the extra mile. But nothing seems to happen. They seem to be just doing what they have been doing all along! What gives? In order for people to really make a difference they should also have access to the required knowledge/information. If all the information is locked away on a “need-to-know” basis chances are very few will actually “know”.  Once you provide your employees the liberty to engage, support it by creating an open environment where they have access to information, where they get timely and open feedback on their work, and have the confidence that the organization will provide full support with everything they need to meet their goals.

 (c) Employees should have the motivation to engage:  An average employee spends 10-12 of their waking hours at work, add a couple more for getting to work and back. That’s 12-14 hours, of the 18 hours they are awake, away from their family. It’s important that you give them a very good reason to do so. When you provide the liberty and set the ground for capability for employees to engage within the workplace, the onus largely lies on the employee to step up and capitalize on the freedom. To motivate them however, the onus lies on the organization. Multiple surveys have shown that employees are most disengaged because they lack clear and specific goals and timely recognition for work done. From the organization perspective the requirements are clear (and fairly simple). Match the employees to the right roles – provide clear achievable goals – provide an open environment where the information required to deliver results is available – provide timely feedback and recognition.  When people have a sense of belonging and recognition of incremental progress they are making towards a larger, complex goal – motivation levels go up automatically.

 (d) Establish a transparent way of working to enable engagement: Once you have set up the first three layers, you have to enable positive reinforcement through an open and transparent culture. Make recognition public – this has a strong element of positive feedback and also ensures that there is no feeling of favoritism. Enable Peer-recognition and evaluation systems – Peers are usually in the best position to know exactly what work has been done. When the goals are clear, the combined effect of mini-evaluations over a period of time is more powerful and accurate than any detailed annual-appraisal can ever hope to be.  Be tolerant of open networks within the organization – enable a free flow of conversation and be open to constructive criticism. Typically social networks formed for a purpose tend to be focused and self-regulating. Any deviations are usually dealt with by the group without the need for active monitoring by a ‘higher authority’.

Engagement is what enables your employees to “see the big picture” and align their goals with that of the organization. But on a day-to-day basis it’s the work environment that provides the impetus for your employees to engage (or in the other extreme – disengage).

It is tempting to conclude that the onus lies on the senior leadership of an organization to do everything from establishing organizational business targets to driving an open and engaging work-culture to make sure those goals get met. While they have a large role to play, in a dynamic marketplace, waiting for senior leadership to decide every small detail is suicidal. The best way is be open and involve employees’ right from the planning process for establishing the organizations goals/targets for the year and continue to engage them throughout.

At 3M, one the world’s most innovative companies, the HR team provides the tools and processes but it’s the individual managers and supervisors who are in charge of engagement at the employee level. Accountability for establishing a culture of engagement at the workplace is done by embedding engagement into the list of leadership competencies. The company provides managers with engagement scores on company-wide surveys making employee engagement a key strategy to establishing competitive advantage in the marketplace.

References and Acknowledgements:

The “What” and “Why” of Goal Pursuits: Human Needs and the Self-Determination of Behavior, Edward L. Deci and Richard M. Ryan Department of Psychology, University of Rochester; Work Redesign and Motivation, J.Richard Hackman, Driving Performance and Retention through Employee Engagement, Corporate Leadership Council, Employee Engagement, Macey et al, Wiley Blackwell; Creating an engaged workplace, CIPD Report, January 2010.

Image1 and Image2 used in this post courtesy of Freedigitalphotos.net.

Mission Impossible – ‘Presenteeism’ Protocol

Disengaged_Gap_The world of banking has a term it dreads – NPA (Non-Performing Assets). These typically refer to loans that are at high risk of default.

Your employees are your most precious assets and their best performance is what you bank on to make the organization thrive. The Towers-Watson Global Workforce Study 2012 surveyed over 32,000 full-time workers across the globe and found that only 35% were highly engaged. The rest?

22% felt they were unsupported.

17% were detached.

And a whopping 26% were disengaged.

If you were a bank with over 25% of your assets at risk, the central bank would be all over you with audits, stress-tests and maybe even cancel your license.

If were a manufacturing firm with 25% of your plants breaking down all the time and hardly producing anything, you would declare the units sick and fix them or close them down.

If you were an airline with 25% of your planes flying practically empty you would reroute, optimize, or shut down the routes.

And yet even though over a quarter of your employees are disengaged, you still hope to meet your financial and business goals without a clear well-thought out employee engagement strategy.  Time to call Ethan Hunt?

References and Acknowledgements

The Towers-Watson Global Workforce Study 2012; Post title inspired from the Mission Impossible movie series; Image courtesy of Freedigitalphotos.net.

Presenteeism: “One central consequent of presenteeism is productivity loss, and scholars have attempted to estimate these productivity numbers. While examining productivity decrements, however, it is implied that losses are measured relative to not having a particular sickness or health issue. Furthermore, in comparison to being absent from a job, those exhibiting presenteeism may be far more productive. Nonetheless, a large study by Goetzel et al. estimated that on average in the United States, an employee’s presenteeism costs or lost on-the-job productivity are approximately $255.” (source: wikipedia)

Celebrating small wins: Keeping the progress bar moving!

Celebrate_small_Wins_Have you ever felt frustrated, staring at your monitor while a large file downloads from the internet? I guess most of us have at some time or the other and the temptation to keep checking if the file is actually downloading is very high. You just need to know that it’s actually happening!

This is exactly why most smart websites, browsers (or file downloading software) provide percentage-completed progress indicators.  The filling up of the bar gives users a sense of progress (even if its misleading at times). Dr Brad A. Meyers in his paper “The importance of percent-done progress indicators for computer-human interfaces,” points out that “Practical experience and formal experiments show that progress indicators are an important and useful user-interface tool, and that they enhance the attractiveness and effectiveness of programs that incorporate them.”

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How to (not) create an engagement monster

_kwench_Engagement_Monster_Image_1You get an intern over for a few months. Ask her to google “employee engagement strategy” and make a report. She makes a laundry list of things that engaged companies seem to be doing. Borrow 10 techniques each from the top three most engaged companies on the global list that seem easy enough to do – Hand out a few badges, give a few vouchers, put a smiley sticker or two, spam everyone with “Thank-You’s” and voila – engaged employees all around, right?


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“Breaking Things” to engage better. A brave new world?

Facebook LikeYou better walk it / And talk it less you lose that beat
Better lose yourself mama / And knock yourself right off of your feet Yeah, if you’re moving too fast / Want it to last / You better walk it, talk it – Walk & Talk, Velvet Underground

 The company’s core product reaches over 1.2 billion users.

The average employee produces over $1.3 million in revenues and $120k in profit each year.

The stock price is on a roll.

Glassdoor rates it #1 in its list of Best Place to Work (2013)

Facebook has amazing employee productivity figures and it couldn’t do it without an engaged workforce. Yes it has some amazing perks – Free food, free ice-cream, happy hour’s on Fridays, but it’s not just the free gastronomic delights that’s getting Mark all the ‘Likes’ from his workforce.

Mark Zuckerberg plays the engagement game end-to-end and he walks the talk.

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5 tips for busy managers to engage with their teams

ID-10040313A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves. —Lao Tzu.

Let’s face it – there is no manager who doesn’t want an engaged outperforming team. What happens is that after getting the kids to school, eating a sandwich while stuffing the laptop into its bag, battling bumper to bumper traffic for an over an hour, sitting through a forty minute review meeting you finally open up your laptop to see over a hundred mails and four meeting requests – by around 11 in the morning, thoughts of engaging with the team goes out the door along with the decision to stick to a healthy diet and get in 30 minutes of exercise.

Sounds familiar?

And in a typical organization, this is the scene at all levels. Every day there are fires to fight, deadlines to meet, plans that threaten to go haywire, calls that interrupt you, urgent messages from the boss telling you to drop everything and start something new. Who has the time to place balloons on the desk of a team member who just fixed a major bug your largest customer reported last month.

Just thinking about it makes your pulse race faster, doesn’t it? Take a deep breath. And read on.

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Employee engagement strategies you learnt on your mother’s knee

I was down at the local supermarket today morning. As usual I was loitering in the candy and cookies section (a section that is supposedly off-limits for me) when a little girl ran into me and nearly knocked me over. She was so focused on some candies on a shelf way beyond her reach that she just didn’t see me standing there. A couple of hops and a full body stretch but she still couldn’t reach them.  I decided to help her and handed her a few. She gave the collection in my palm a very detailed check and nodded her head. She wanted the one with a bright yellow wrapper. And as soon I handed it over, she was off like a rocket. I shrugged and turned to get on with my grocery shopping. Seconds later she was back, a little out of breath. “Mommy says I have to say Thank you. Thank Youuu!”  A big impish smile and she was off again.

Be sure the next time I meet that girl in the store; I will sort through the entire rack to pick out as many yellow wrapper candies she wants me to.  The payoff: An impish smile and a thank you.

On my way back, I started thinking about all the stuff mothers teach kids. A whole lot of it sounds like best practices in employee engagement strategies. Here’s a quick refresher of stuff your mom already taught you (but then you forgot as you grew up in the big bad world)

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Employee engagement in tough times

Anyone can hold the helm when the sea is calm. —Publilius Syrus

The markets are going through a funk. The data in the reports from the central bank is depressing. The currency markets are more volatile than companies have stomach for. The markets seem to move only in one direction – down! Times are tough. Costs need to be pared. But before you reach for the good old financial-machete and start slashing ‘non-essential expenditure’ – take a moment and think. Do your employee engagement programs constitute essential or ‘good-to-have’ expenditure?

Let me put it this way, if getting the work done, surviving the market conditions and meeting your targets is ‘good-to-have’, then so is employee engagement. If you feel that your top-line and bottom-line targets are non-negotiable, then you better invest in your employees more than ever.

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The Ascent of Employee Engagement: A (very brief) history of motivation in the workplace (Part 2)

“There is an error; but it is merely the accidental error of mistaking the abstract for the concrete. It is an example of what I will call the ‘Fallacy of Misplaced Concreteness.’… It is not necessary for the intellect to fall into the trap, though {…} there has been a very general tendency to do so.” Science and the Modern World, 1926, Alfred North Whitehead.

The Hawthorne Experiments: “the great éclaircissement”:

Mention “Hawthorne Experiments” at a cocktail party and chances are some wise-crack will ask you trying turning up the lights to get the party going. Jokes apart the experiments done at the Hawthorne Works were extraordinary in the sheer scale and the time duration. The experiments represent a major milestone in the rise of the ‘Human Relations Movement’ and also the shift of ‘management’ from a linear ‘scientific’ approach to a multidisciplinary one.

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The Ascent of Employee Engagement: A (very brief) history of motivation in the workplace (Part 1)

Iron and Coal by William Bell ScottI like the dreams of the future better than the history of the past. – Thomas Jefferson

Employee Engagement as a concept is going through some exciting changes. As geographical boundaries collapse, and distances are reduced to meaningless numbers – markets are getting more competitive and brutal than ever before. And companies are increasingly realizing that the only thing that will help them survive (and thrive) is their key asset – their people.  Office buildings and computers will not innovate. People will. HR professionals and business leaders are waking up to the reality that extrinsic motivation can only do so much. Intrinsic motivation is what’s crucial to make the cut. The art of engagement is all about providing an environment where the intrinsic motivation of employees dovetails with that of the organization.

To make sense of where we are and where we are heading to, it’s useful to take a pause and look back for a moment. Over the next few posts I am going to outline the various theories which form the foundations of employee engagement today.

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Employee Engagement: Why doesn’t everybody just do it?

Farmer at the dentist _ Johann LissMakes you wonder doesn’t it? Everybody knows that engaged employees are much more productive and innovative. Even if you don’t quite believe the exact percentages often quoted, the concept is intuitive enough. Your employees are happy and so they go the extra mile to do a better job. You know you would. Why then would all managers and leaders in an organization not want to invest their time and energy in building a culture of actively engaging employees? Boggles the mind, does it not?

The answer to that question lies in the innocuous bottle of hand-wash lying on your bathroom sink.


Settle down comfortably. Get a cup of coffee. There is a long-ish story I need to tell you before getting back to the soap (and employee engagement).

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Engaging Gen-Y: The ‘Millennial’ Challenge (Part 3 – The strategies)

_Strategy_Success_This is the third and final post in the series. The first post is here, the second is here.

It was almost 6. Kaushik, as the HR director was called by all his peers in senior management was slouched in a plush leather chair in one corner of the bar in his club. The chair in front of him was vacant. Kamal, the director of operations was late, since he was battling some crisis at office. And just as well – Kaushik needed some time to think.

The atmosphere in Nymphaea (as the lounge was called) was muted. There was a smattering of people reading or chatting with friends ensconced in over-sized leather chairs and sofas. The lighting was dim and the view of the perfectly manicured gardens, with its lotus pools, soothing – A far cry from the tense atmosphere in office these days.

Kaushik took another sip of his drink and stared out of the large french windows. The spectacular hues of a summer sunset were lost on him as the impending discussion with his friend loomed. He knew that his initiatives to actively engage Gen-Y would be challenging, but he hadn’t expected an outright war. The senior management were people who had vast amounts of industry experience and were more than competent. To their credit they had built the company from ground up over the last three decades but they could not afford to be blind to reality. Growth was slowing. Costs were rising. Each time a trained employee left the company, it impacted the bottom line. The costs of training and bringing new employees up to speed was non-trivial and was a topic the CFO kept bringing up in the quarterly management meets.

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Engaging Gen-Y: The ‘Millennial’ Challenge (Part 2 – The chasm)

(This is the second post in a three part series. The first post is here)

 Gen_Why_InTheWorkplace_“Just another brick in the wall!” Arvind changed his facebook status message using his Smartphone and he knew the inevitable flood of questions from his network would follow. He was bugged. His status “Da man has arrived – now EA to the Prez!” a week back, had gotten him over 70 ‘likes’ – a personal record.  But it didn’t take a doctorate in human psychology to figure out that he was not really hitting it off with his boss. “The man just refuses to think differently or even consider there is a better way of doing things. He wants everything to be ‘thought through’. That approach is so-dead” Arvind ranted over a Whats-App chat session with his close friend. Arvind had slaved the entire weekend and come up with a detailed presentation outlining what he felt was a massive improvement over the current process. “Don’t try to fix what isn’t broken” is all that the president said when he shooed Arvind out of the room after having barely glanced at the presentation slides.

Up on the seventh floor of the corporate office: The president once again opened the presentation his EA had sent him. He was impressed with the way the young entrant had tried to use new technologies to reduce some of the inefficiencies in the process but what was also obvious was that the impatient young man didn’t have the depth of understanding required to overhaul the entire process chain. In the good old days a new comer would immerse himself for years before daring to come up with a plan to overhaul an established process and this was the fifth time in the last week alone that Arvind had come up with a ‘game changing’ plan – none of which was really necessary right now. There were more than enough burning fires that needed putting out. “This new generation thinks it can change the world overnight”.

The president shook his head as he picked up the phone to call the HR head.

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Engaging Gen-Y: The ‘Millennial’ Challenge (Part 1 – the Hero Generation)

I love Gen_Y_“You want to think about how to prepare the next generation to move into leadership and they’re already thinking about buying the company.”*

Arvind had just joined the company fresh out of India’s best B-school. The CEO himself was on the panel that selected Arvindt to join his company’s young leaders program. Quick introductions to the senior management over, Arvind is assigned to be the EA of the 55 year old President of Global Operations, a 20 year veteran.  A fortnight later, the senior man is in on the phone with the HR head. The “kid” is overconfident, he says. Arvind is pushy and impatient and worst of all, he wants to leave at 6pm every day. The president want’s the HR head to intervene and have a frank talk or he wants the “brat” gone by the end of the month.

HR professionals today have a unique challenge. The typical workforce for large and medium organizations now has the ‘Independence Babies (Boomers)’ retiring, Gen-X at the helm of affairs or in senior positions, and Gen-Y entering the workforce eager to take charge. To make matters more interesting, the behavioural gap between those in charge and the incoming workforce couldn’t be starker. Organizations can no longer hope to actively engage their workforce by having an undifferentiated ‘one-size-fits-all’ approach towards employee engagement.

Annual Appraisals: It’s time to move on!


To martyr yourself to caution/ is not going to help at all / because there’ll be no safety in numbers / when the right one walks out of the door

[Lost for Words, Pink Floyd]

Every year, around March-April there is a flurry of mails from HR reminding people to complete their appraisal inputs. Team members are exhorted to fill in their self ratings by the deadline, and then managers are hounded by HR to complete their ratings of their teams. A few days later all the managers are invited to a day-long meeting to do the dreaded ‘curve fitting’- since the logic goes that ratings of individuals on teams no matter how good or small should fit a normal distribution. (Those meetings can sometimes turn violent too when the fitting doesn’t go too well) Weeks later the ratings are communicated to the employees and that’s when the resignations start. A popular joke goes that moving companies record their maximum revenue for the year in the weeks right after annual appraisals are completed in companies.

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Happiness: the ‘new’ productivity driver

_kwench_happiness_driver_blogPostThe latest topic of interest at B-schools interestingly has little to do with finance or advanced operations management and has more to do with the ‘well-being’ of the workforce in companies. ‘Human Flourishing’ or ‘Subjective Well-being’ as some of the Prof’s put it, but ‘Happiness’ to most of us.

Research is now showing that contrary to the popular belief – ‘pressure drives productivity’, it is happiness at the workplace that makes good business sense. Happy employees, it turns out, tend to be healthier, more creative at finding solutions to problems and generally more productive.
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SaaS and Cloud Computing: driving HR Transformation

_Cloud_HR_Cloud Com.put.ing (noun; jargon)

The practice of using a network of remote servers hosted on the Internet to store, manage, and process data, rather than a local server…*

Cloud computing, a pervasive term in the world of technology these days, involves the sharing of resources to achieve economies of scale and maximizing the effectiveness of the shared resources.

The term ‘moving to the cloud’ refers to an organization moving away from the traditional capex model (buy the dedicated hardware and depreciate it over a period of time) to the opex model (use a shared cloud infrastructure and pay as you use it)*. Whether as NaaS (Network as a Service), PaaS (Platform as a Service), IaaS (Infrastructure as a Service) or the most popular SaaS (Software as a Service), cloud computing is transforming the technology landscape in ways that can be best described as ‘disruptive’ and HR functions are no different. Irrespective of scale and size of the organization, HR teams across the world are leveraging the flexibility and scalability offered by SaaS solutions to become globally competitive and deliver clear business impact.
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“Kwench is clearly the darling of HR teams…”

Media_‘kwench was recently featured on SME Mentor (Moneycontrol.com) for its offerings that are helping HR teams in India transform their engagement strategy.

Some quotes from top executives at out clients featured in the article.

“Employees use the platform not only to give and receive awards but also for peer-to-peer recognition and to congratulate winners. The portal helps breaks down departmental and geographic boundaries and builds a community,” explains Vivek Punekar, Chief Human Resources Officer, HCL Infosystems Ltd, and a client of Kwench.
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Notes to the CEO: Transform your employee engagement strategy [Infographic]

_Kwench_Blog_NotesToTheCEO_30Apr2013_Thumbnail_You have tried everything – hiked salaries, given huge bonus payouts, taken the whole company on an all expenses paid trip, there’s free food in the refrigerator and even a yoga teacher who comes in every Friday to help the team relax.

And yet, you don’t see it. There is simply no energy. Products aren’t getting shipped on time or with the quality you expect. Your customers are slowly but surely taking their business elsewhere. The business plan you submitted to the board looks more like like a fairy tale now.

This scenario, every leader’s nightmare, unfortunately is playing out in thousands of corporates every single day in varying degrees. The chasm between what most companies do for engaging their workforce and what is expected is growing.

And you can blame it on the gizmos (if you don’t want to face reality).
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The benefits of Non-Monetary Peer-to-Peer Recognition


“The deepest human need, is to be appreciated” – Willam James, Psychologist

In my previous post on what motivates people at the workplace, one of the major takeaways was how people have a need to feel appreciated by their peers. But does peer to peer recognition really have such a big impact? The short answer is a big resounding Yes!

But why is it so important, especially now?

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Motivation at work: 3 fascinating insights

A young man in a bank burns the midnight oil for more than two weeks, making detailed financial spreadsheets for a M&A deal that his boss had asked him to work on. He spends long hours, completes a detailed presentation and then sends it to the boss the day before it was due.

The boss writes back “Nice presentation, but the merger is cancelled.”
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Boosting your employee engagement mindset


It is an open secret that engaged employees are the key to success in today’s highly competitive market place. Engaged employees are far more productive, less likely to churn and tend be far more aware of market reality and deliver results. On the other hand research into human psychology has proven time and again that human beings are inherently anxious to be engaged at work and want to make a difference. Considering these facts, one wonders where the disconnect is.

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[Infographic] Why CEOs need to focus to Employee Engagement


Highly engaged employees make for better business outputs,  more loyal customers, fewer ‘problems’ and better financial performance. Employee engagement is critical to business leaders…

A very informative infographic on why CEOs need to focus on employee engagement.
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