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Employee retention is top of mind for business leaders in 2017. A recent study conducted by Future Workplace and Kronos found that 87% of employers have identified “improvement in retention” as a critical priority. The mindset that all employees are replaceable may have been popular in past decades, but it is no longer a viable strategy. As a leader, you already know that:

• The market for talent in many industries is highly competitive.

• Team member consistency increases effectiveness and productivity.

• Customer relationships can be put at risk when employees change.

• Turnover is expensive.

We have discovered that some subtle changes can make a big difference in how employees think about staying or leaving. Data from our employee surveys gathered across multiple industries points to two key workplace factors that seem to influence retention:

1. Other’s motivation to go above and beyond

2. Other’s tendency to speak positively about the company and its customers

Not surprisingly, the attitudes and actions of employees directly impact the experience of others around them. How? Employees who show a willingness to go above and beyond often build trust among team members. Similarly, our data shows that the more employees hear positive sentiments about the company, coworkers, and customers, the more likely they are to feel positive about their experience at the company.

It makes common sense. Who wants to stay with an organization where the motivation and commitment of others is in question? Or work in an environment where people speak poorly of one another, the company, or customers?

The good news? Managers can initiate change by modeling the behaviors they want to see and by strategically recognizing those who follow suit. Once employees realize the benefits of modifying their words or actions, they may be willing to change. Positivity can spread throughout the organization, having an impact on employee engagement, the customer experience, turnover, and the company’s bottom line.
It’s certainly something worth talking about.

 

 

 

Brand Integrity has updated to its flagship employee engagement platform, which it said can improve employee turnover rates.

Brand Integrity is being used in more than 320 senior living communities.

Its 360° Engagement Dashboard combines data from employee surveys, customer loyalty scores and employee recognition activity. In the updates, users can also include “pulse surveys” for employee feedback and adaptive home page technology with personalized features.

“This is the most actionable platform I have ever seen,” says David Gehm, former LeadingAge board chairman and president and chief executive officer of Wellspring Lutheran. “The new dashboard gives us visibility that we’ve never been able to obtain before to identify targeted areas and make meaningful changes. This is the holy grail we’ve sought for more than 20 years, and it gives us a method for monetizing a work culture.”

Improving employee engagement can help increase sales, reduce turnover, decrease quality issues and improve customer loyalty, the company noted.

For more details on the Brand Integrity 360 Dashboard click here.

Strategically recognizing employees on the Brand Integrity platform is a powerful way to highlight examples of when employees actively bring to life your company’s values. But that’s just the beginning. 

Did you know that the impact of an online recognition goes far beyond the recognition post itself? In fact, the number of other employees commenting on recognition posts has a strong correlation to higher employee engagement scores. In other words, the number of comments by peers and others can influence how engaged employees feel at work. 

Comments vs Engagement level

So, be sure to join in on the conversation—even one you didn’t start. A thoughtful comment or word of encouragement takes only a few seconds to write. And, it will contribute to an overall higher engaged workforce and an even better place to work!

Developing and retaining high-performing individuals is important for business. It’s a simple fact. Many companies even put official programs in place to foster this base of employees (High Performing Programs, or HIPO Programs) for future success.

And yet, according to a February 2017 Harvard Business Review article (Companies are Bad at Identifying High-Potential Employees), as much as 40% of these high performers may not belong in that category. Surprised to hear that? I know I was.

During a study to evaluate the effectiveness of these HIPO participants, HBR discovered that 12% of HIPO participants were in the organization’s bottom quartile of leadership effectiveness. Digging a bit deeper, the study pointed out that the very characteristics by which many HIPO participants are identified don’t go far enough to take leadership ability into account.

How many of these sound familiar to you and your organization?

• Technical and professional expertise

• Taking initiative and delivering results

• Consistently honoring commitments

• Fitting the organization’s culture

For more insight into each, check out the full HBR article.

Ultimately, these categories can be viewed by what we at Brand Integrity call the balance of Performance and Humanity. The four identified HIPO characteristics place a greater emphasis on performance (ability to achieve goals) than humanity (people-to-people connectivity).

 

An individual who is too focused on performance can certainly drive results and achieve goals, but can also be viewed as stolid, disconnected, and demotivating.

One who is too far on the humanity side—going to bat for their team and making personal connections—will be “of the people,” but risks being viewed as unreliable and ineffective.

The right balance of both is necessary for being at truly effective and trusted leader, and will build stronger teams for long-term success. Isn’t that the true goal of HIPOs?

The key takeaway here is that organizations need to reevaluate how high performers are identified. No longer is it enough to be a top results driver without the ability to motivate and lead. Today, with evolving work styles, flexible work environments, and multi-generational employee bases, the team members who will drive your company forward should have the ability to live the balance.

Look at how your company identifies high performers. Are you accounting for the balance of performance and humanity?

 

 

 

At Brand Integrity, we’ve worked with hundreds of organizations to help them create an even better place to work. As part of that process, we start by either defining or understanding the values that are important to them.

Based on the data we analyzed, organizations across multiple industries tend to gravitate to the same top five values.  So, it begs the question:  if a majority of organizations share the same values, what makes their cultures and their customer experiences unique?

 

Five Most Common Values Used by Organizations Across Multiple Industries

 

The answer is: employees who understand how to bring these values to life.

We know companies truly stand out and excel when employees understand, and are recognized for delivering, thoughtful experiences that support values such as “Superior Customer Service,” or “Operational Excellence.”   Those experiences delivered by employees transform your organization’s values into unique benefits your customers, patients, or guests can’t get anywhere else.

The bottom line is that its not enough to have a list of great values.  Nor is it crucial to develop a list of unusual or unique values.  The magic happens when leaders and managers take the values off the walls, and get everyone to live them every day. Learn more about how to do that, here.

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