Worcester Business Journal

www.wbjournal.com July 18, 2016 • Worcester Business Journal 17 I n today's fast-paced and competitive workplace, employees crave recognition and validation for their efforts. A "thank you" still goes a long way, but today's employees want more. They want to feel a sense of belonging, and they want to feel pride and meaning in their work. This means that creating more human recognition moments at the office is critical, as they not only impact employees' happiness and well- being, but also productivity, retention and a company's overall bottom line. We have found that a human workplace is founded on three main principles: a culture of respect, focused on treating employees as human beings; care and attention to employee well- being; and constant and reinforced recognition of employees' work. A new survey from our WorkHuman Research Institute indicates that employee recognition is the strongest foundational element of building a human workplace. Ninety-two percent of employees said being consistently recognized at work made them feel more appreciated, and 85 percent said it made them feel more satisfied with their job. Yet despite the proven benefits, recognition is still not happening nearly enough. Our survey revealed that 40 percent of employees had not been recognized by their respective company leaders in the past year. That number is far too high. Even though employees may seem happy at work, more frequent and consistent recognition is needed to better engage them and produce a sense of well-being, trust, optimism and confidence that can propel a company and its culture forward. The benefits of recognition are exemplified through our work with JetBlue. Using a personalized recognition program, JetBlue employees can nominate their co-workers for everyday contributions, as well as exemplary work or effort. The recipient of the recognition receives points they can then decide how to spend. As a result, JetBlue found that for every 10-percentage point increase in employees being recognized, the company saw a 3-percentage point increase in retention and a 2-percentage point increase in engagement. Candy maker Hershey saw similar great results. Through its Hershey SMILES program, which we designed to unite Hershey's more than 22,000 employees in 17 different countries, they awarded 50,000 smiles to employees in just one year, and employee satisfaction with rewards and recognition increased by 11 percent in the first seven months. Recognition in the workplace is constantly evolving, but it always goes back to the power of humanity. Our survey found when employees believe leaders are actively trying to create a more human workplace, overall culture metrics improve, including 89 percent of employees who said they felt their company cares about them as a person. This is compared to only 31 percent of employees who did not feel their leaders were creating a more human workplace. Although we have yet to achieve a universal human workplace, companies that use recognition as the first step toward infusing humanity into their culture stand to reap significant return on investment, particularly when it comes to people metrics and business results. Recognition continues to be the fundamental solution needed to assure employees that their workplace contributions are vital to their company's success, and it doesn't show any signs of slowing down. n Eric Mosley is the CEO of Southborough-based Globoforce, a social recognition firm. 10 Things I Know About... The human need for recognition in the workplace KNOW HOW 10) Find a great fit! And commit! Studies show with the right job and supports, employees with disabilities have equivalent job performance ratings as employees without disabilities. 9) Treat all employees with respect – and reap the benefits. Employees with intellectual and developmental disabilities are typically more loyal and reliable and have less turnover than their non-disabled peers. 8) Reflect the community in which you live and work. One third of American families include someone with a disability. This represents an expanding customer base to support companies with inclusive hiring. 7) Boost morale across your organization. People with disabilities add life to their workplaces. Coworkers and management report a higher level of job satisfaction when their team includes someone with a disability. 6) Expand your talent pool. By considering individuals with Down syndrome and other disabilities, your pool of skilled, qualified candidates just got bigger. 5) Value diversity. Diverse teams lead to creative thinking, and creative thinking keeps you competitive. 4) Speaking of creative thinking… When necessary, job accommodations are usually cheap and easy, and they tend to foster creative thinking for your team that has long-term benefits. 3) Customers notice and reward inclusive practices. More than ever, public image is critical. Your customers and followers will remember your inclusive hiring practices for a long time to come. If they see you truly including employees with intellectual disabilities – and showcasing their work – they'll remember your brand. 2) Communication is key. Keep lines of communication open between your employee with disabilities, the rest of the team and your customers. Talk about challenges, opportunities and accommodations – and why a diverse workforce is a win for everyone. 1) Adopt a "people first" attitude. Remember, your new employee with intellectual and developmental disabilities isn't the human embodiment of their diagnosis – he or she is a motivated employee who wants to do well and contribute to the company's success. Presume competence and a strong work ethic – and that's what you'll get. n I n leadership, you need perseverance, transparency, decisiveness and … altruism? Yes, say the experts. In the world of business, often perceived as a dog-eat-dog world, a little empathy goes a long way. Here are some important considerations if you're looking to make your organization more altruistic. We're hard-wired to be empathetic. Success.com cites inspirational leadership expert Simon Senik, "We all have the responsibility to become the leaders we wish we had," whether leading armies, global corporations or startup businesses. Senik calls endorphins and dopamine the quick, selfish chemicals that help us get things done — necessary for healthy brain function — and oxycontin the chemical that promotes trust and allows bonds to deepen and grow. Empathy is a triad, says Daniel Goleman of Harvard Business Review. Cognitive empathy is the ability to see another person's perspective, helping a leader better express him or herself. Emotional empathy is the ability to feel what someone else feels; it leads to more effective mentoring and client management. "[These parts of the brain] tune us in by arousing in our bodies the emotional states of others," writes Goleman. "My brain patterns match up with yours when I listen to you tell a gripping story." Empathic concern is the brain's ability to sense what another person needs, with its roots in the circuitry that compels parents' attention to their children. Empathy as a trait can be nurtured. Though we all have the innate ability to consider others, it can be fostered and made stronger by not interrupting people, tuning into non- verbal communication and remembering people's names. Bruna Martinuzzi of MindTools.com suggests being fully present when in the company of others. "Don't check your email, look at your watch or take phone calls when a direct report drops into your office to talk to you. Put yourself in their shoes," she writes. n 101: EMPATHY >> BY SUSAN SHALHOUB Special to the Worcester Business Journal Hiring people with disabilities BY ERIC MOSLEY Special to the Worcester Business Journal By Maureen Gallagher Maureen Gallager is the executive director of the Massachusetts Down Syndrome Congress. Reach her at mgallagher@mdsc.org.

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