Developing an employee recognition program that promotes learning across the organization

2020 ◽  
Vol 34 (6) ◽  
pp. 45-48
Author(s):  
Simon R. Reese
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Corporate Strategy ◽  
Content Type ◽  
Employee Recognition ◽  
Strategic Vision ◽  
Employee Alignment ◽  
Common Purpose ◽  
Learning Together

Purpose Recognition programs have proven to be a useful tool in engaging employees and helping align them around a common purpose. In this case, study the organization created a recognition program that promoted learning across the organization. The easy to follow steps provided herein can be replicated by leaders in any organization. Design/methodology/approach The case study provides a quick reflection of the steps taken by the organization to create a recognition program that linked behaviors, tactical actions and corporate strategy in a way that engaged all toward learning together. Findings With the new program, the organization not only improved employee engagement and alignment around four critical behaviors, the organization also witnessed employee alignment around strategic vision and revenue improvements. Originality/value Studies find that employee engagement is seriously lacking. Studies also find that employee engagement is beneficial to employee contribution and employee success. Recognition programs have been described as one method to improve engagement. This case study illustrates how an organization was able to implement such a program.

How non-executive strategy professionals in multi-business firms strategize

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pontus Wadström
Keyword(s):  
Design Methodology ◽  
Corporate Strategy ◽  
Single Case ◽  
Future Research ◽  
Strategy Formulation ◽  
Content Type ◽  
Case Study Design ◽  
Field Notes ◽  
Practical Implications

PurposeThis paper expands theory on strategists by investigating how non-executive strategy professionals in multi-business firms strategize. In focus is the strategizing of two groups of non-executive strategy professionals: a corporate strategy team and eleven business strategists employed in each of the incorporated units.Design/methodology/approachA case study design was employed to explore privileged accessed data to gain first-hand in-depth qualities of strategists' work. The design was characterized by phenomenon driven immersed participatory insider research with retrospective reflection and theorizing. Data includes strategies, interview data, calendars, meeting minutes, workshop material and observational field notes.FindingsNon-executive strategy professionals in multi-business firms are either employed at the corporate center or in the peripheral businesses. Based on this location and their individual experiences they assume an exclusive content or an inclusive process strategizing orientation. In practice, the groups strategize tightly together.Research limitations/implicationsCase studies are useful in explorative research providing thick descriptions. While empirically rich, the results of this study are limited by the context of one single case. Future research is encouraged to confirm, contradict and refine the results presented.Practical implicationsThe insights from this study can help organizations regarding how to employ strategy professionals in multi-business firms.Originality/valueThis paper contributes to a recognized need to explore strategists' work. In contrary to the majority of existing research, focusing on senior management and/or strategy formulation, this paper highlighted non-executive strategy professionals' strategizing.

scholarly journals Enhancing Black Belts via academic mastery

2016 ◽  
Vol 22 (5) ◽  
pp. 909-923 ◽  
Author(s):  
Barbara M Savage ◽  
Sampath Kumar Sreevathsan
Keyword(s):  
Employee Engagement ◽  
Business School ◽  
Design Methodology ◽  
Content Type ◽  
Team Members ◽  
Participant Observer ◽  
Strategic Quality Management ◽  
The Impact ◽  
Practical Implications

Purpose – In May 2010, a new collaborative initiative was launched between the Portsmouth Business School and Hewlett Packard, wherein trained Black Belts (BB) were enabled to pursue an MSc in strategic quality management. Five years on from its commencement, the purpose of this paper is to explore the development and impact of this initiative. Design/methodology/approach – Inductive, exploratory, multi-viewpoint participant-observer case study that triangulates the academic, student and employer reactions to the programme. Findings – The paper evaluates how the academic dimension provided by the MSc has impacted on candidates’ work as BB. Practical implications – Employee engagement and enthusiasm has been increased, as has the depth and breadth of the knowledge base among the participating BB, who are then applying these new skills in their improvement projects to make them more sustainable as well as financially valuable. They have been able to transfer knowledge to team members. Originality/value – This approach provides a model for accelerated development of groups of quality professionals within larger organisations. There is evidence that the community spirit that grows within and across cohorts has a multiplying effect that enhances the impact for the sponsoring organisation beyond the simple sum of the performance and skills improvement on a student by student basis.

The Air Mauritius story: how HR can impact company culture

2015 ◽  
Vol 14 (1/2) ◽  
pp. 2-7
Author(s):  
Ron Kaufman
Keyword(s):  
Customer Satisfaction ◽  
Employee Engagement ◽  
Design Methodology ◽  
Vital Role ◽  
Cultural Changes ◽  
Content Type ◽  
Service Culture ◽  
Company Culture ◽  
A Company

Purpose – The purpose of this paper is to show how HR can quickly impact, create and develop a company’s overall culture of service. When HR leaders seek to guide their companies through essential cultural changes, they can earn a seat at the table. Design/methodology/approach – Once a struggling airline, Air Mauritius took steps to overhaul its culture. This case study outlines the steps taken by the airline and explains how HR leaders can use those steps to play a more vital role in their companies. Findings – HR leaders should seek to make key cultural changes within a company, as they can lead to substantial measurable results. By creating a service culture, Air Mauritius returned to profitability, earned a 4-Star Skytrax rating and improved employee engagement and customer satisfaction. Originality/value – By shining a light on a unique company and its island home nation, this case study provides valuable advice to HR leaders on how they can use cultural changes to play a more significant role in their companies.

You’re talking but is anyone listening? Connecting and communicating with employees in a hyper-connected world

2017 ◽  
Vol 16 (5) ◽  
pp. 211-215
Author(s):  
Lisa Sterling
Keyword(s):  
Best Practices ◽  
Focus Groups ◽  
Employee Engagement ◽  
Design Methodology ◽  
Communication Strategies ◽  
Internal Communication ◽  
Content Type ◽  
Internal Communications ◽  
Practical Implications

Purpose The purpose of this case study is to outline the internal communication strategies, tools, techniques and messages that can help organizations to foster transparent, deliberate communication with employees. Design/methodology/approach The author synthesizes three years of learnings and internal research, including regular focus groups and surveys with employees at all levels, to identify the specific steps organizations can take to achieve open and regular communication – and engage employees across the organization. Findings The case study explains key areas to connect and communicate with employees. Practical implications The author believes that the lessons and tactics described in this case study can be applied in all organizations. Originality/value The case study provides a unique set of lessons and best practices the author has uncovered firsthand which organizations can use to shape their own internal communications strategies and boost employee engagement.

Listening to drive culture change

2017 ◽  
Vol 16 (4) ◽  
pp. 161-165 ◽  
Author(s):  
Philipp Schramm
Keyword(s):  
Employee Engagement ◽  
Cultural Change ◽  
Cultural Revolution ◽  
Culture Change ◽  
Design Methodology ◽  
Positive Impact ◽  
Financial Loss ◽  
Bottom Line ◽  
Content Type

Purpose The paper aims to show how a Detroit-based company recovered from a fractured culture and staggering projected financial loss by igniting a cultural revolution fueled by listening and employee engagement. Design/methodology/approach After setting the scene in post-recession Detroit, the case study walks the reader through how the company defined its turnaround goals, engaged its workforce to inspire widespread cultural change and how it is sustaining momentum. Findings The paper provides a detailed account of implementing a listening-focused culture and the positive impact it had on Webasto. It suggests that widespread organizational change is only possible when all employees are engaged and involved in the process. Originality/value This paper illustrates a real-world example of how an automotive supplier took a people-focused approach to engage its workforce with listening to drive culture change and ultimately impact an organization’s bottom line.

Using employee surveys to attract and retain the best talent

2014 ◽  
Vol 13 (2) ◽  
pp. 59-62
Author(s):  
Kate Pritchard
Keyword(s):  
Case Studies ◽  
Employee Engagement ◽  
Design Methodology ◽  
Good Practice ◽  
Content Type ◽  
Advanced Analysis ◽  
Employer Brand ◽  
Effective Use ◽  
Practical Implications

Purpose – This feature seeks to demonstrate the importance of organizations understanding how they are perceived externally as an employer, and how regularly tracking the opinions of staff can ensure the best talent are engaged and stay with an organization. Design/methodology/approach – ORC International is an expert in employee engagement research. This article incorporates findings from its global HR survey “HR Reflections”, and includes two case studies that demonstrate how regular tracking and deep analysis of staff opinions can help organizations to boost their employer brand and retain their best talent. Findings – Advanced analysis of employee surveys can predict how employees are feeling to help organizations retain their most valuable staff. Practical implications – This is a practical paper designed to give ideas and good practice to readers facing similar situations. Originality/value – The paper combines findings from a global survey with case study content to help employers to understand how to improve engagement and retention of staff through effective use of regular employee surveys.

Full engagement: the integration of employee engagement and psychological well‐being

2010 ◽  
Vol 31 (4) ◽  
pp. 324-336 ◽  
Author(s):  
Ivan T. Robertson ◽  
Cary L. Cooper
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Research Evidence ◽  
Well Being ◽  
Psychological Well Being ◽  
Content Type ◽  
Direct Relevance ◽  
Single Construct ◽  
Practical Implications

PurposeBy introducing the concept of “full engagement,” this article aims to propose that employee engagement is more likely to be sustainable when employee well‐being is also high.Design/methodology/approachResearch evidence covering the separate concepts is reviewed and evidence of the benefits that both engagement and well‐being confer on organizations is presented.FindingsMost current perspectives on employee engagement include little of direct relevance to well‐being and reflect a narrow, commitment‐based view of engagement. This view focuses too heavily on benefits to organizations. A broader conception of engagement (referred to as “full engagement”), which includes employee well‐being, is a better basis for building sustainable benefits for individuals and organizations.Research limitations/implicationsResearch exploring the links between employee engagement and well‐being is needed to validate and develop the propositions put forward in this article.Practical implicationsA model for improving full engagement in organizations is presented and brief; case study illustrations are also given.Originality/valueThe integration of well‐being and commitment‐based engagement into the single construct of full engagement provides a novel perspective.

M&A deal-making: Disney, Marvel and the value of “hidden assets”

2019 ◽  
Vol 47 (3) ◽  
pp. 34-39
Author(s):  
Joseph Calandro Jr.
Keyword(s):  
Design Methodology ◽  
Corporate Strategy ◽  
Financial Analysis ◽  
Content Type ◽  
Analysis Strategy ◽  
Value Realization ◽  
Deal Making ◽  
Practical Implications ◽  
Over Time

Purpose This paper discusses the concept of hidden assets in the context of Disney’s 2009 acquisition of the Marvel Entertainment Group (Marvel), and its value realization activities post-acquisition. Design/methodology/approach The paper presents a hidden assets-based value realization analysis of the 2009 acquisition of Marvel by Disney. It draws on a previously published case study of that acquisition as well as further research conducted by the author. Findings The Disney-Marvel acquisition supports the view that hidden assets-based analysis can be a powerful M&A tool and an equally powerful value realization tool when managed strategically over time. Practical implications The Disney acquisition of Marvel is a dramatic example of how knowledge of hidden assets can be used to do a deal in a competitive marketplace and how the disciplined management of those assets over time can realize a “blue ocean” of value post-acquisition. Originality/value This is the first paper we are aware that evaluates the hidden assets of the Disney-Marvel acquisition. It follows another paper that evaluated the acquisition (Joseph Calandro, Jr., “Disney’s Marvel Acquisition: A Strategic Financial Analysis,” Strategy & Leadership, Vol. 38, No. 2 (2010), pp. 42-51), which followed a paper that evaluated Marvel’s 1996 bankruptcy filing (Joseph Calandro, Jr., “Distressed M&A and Corporate Strategy: Lessons from Marvel Entertainment Group’s Bankruptcy,” Strategy & Leadership, Vol. 37, No. 4 (2009), pp. 23-32).

How to achieve a win/win for both employees and corporates

2016 ◽  
Vol 15 (2) ◽  
pp. 70-75
Author(s):  
Mitesh Sheth
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Personal Perspective ◽  
Content Type ◽  
Talent Retention ◽  
The Subject

Purpose This paper aims to explore how we can get better talent retention, employee engagement, productivity, innovation and ultimately results. Design/methodology/approach At the heart of this paper is a case study of Redington’s culture. Findings Millennials are motivated by more than money. The need is to understand our employees’ motivations/ambitions. More vulnerable leadership is needed. Originality/value This is a more human and personal perspective on the subject of employee engagement.

Towards a taxonomy of intergenerational knowledge transfer practices

2018 ◽  
Vol 25 (2) ◽  
pp. 81-91
Author(s):  
Kerstin Kuyken ◽  
Mehran Ebrahimi ◽  
Anne-Laure Saives
Keyword(s):  
Knowledge Transfer ◽  
Comparative Study ◽  
Design Methodology ◽  
Qualitative Case Study ◽  
High Tech ◽  
Content Type ◽  
Case Study Design ◽  
Younger Workers ◽  
Intergenerational Knowledge

Purpose This paper aims to develop a better understanding of intergenerational knowledge transfer (IKT) practices by adopting a context-related and comparative perspective. Design/methodology/approach A qualitative case study design involving 83 interviews and non-participative observation in German and Quebec organizations has been chosen. Findings Two distinctive archetypes of IKT emerge from both national contexts: “we-individualizing” (Germany) and “I-connecting” (Quebec), leading to an eightfold taxonomy of IKT practices. Research limitations/implications This research is limited to young and senior workers and to high-tech sectors. Originality/value Comparative and inductive study of IKT, adaptation of IKT practices to national contexts, retaining younger workers. This inductive and comparative study allows a better adaptation of IKT practices to national contexts and therefore a better retention of younger workers.

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