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SHRM/Globoforce Employee Recognition Programs—2015

The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.

SHRM/Globoforce Employee Recognition Programs—2015

  1. 1. SHRM Survey Findings: Employee Recognition Programs—2015 In collaboration with and commissioned by Globoforce June 22, 2015
  2. 2. The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. This March, we surveyed over 800 HR professionals in organizations with 500 or more employees and asked them to share their experiences and practices. View previous studies from this series: Employee Recognition Programs, Spring 2013 Employee Recognition Programs, Fall 2012 Employee Recognition Programs, Winter 2012 Employee Recognition Programs, Summer 2011 SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 2 Introduction
  3. 3. • Employee retention/turnover (40%) and employee engagement (39%) were cited as the most important organizational challenges currently faced by HR professionals. A successful employee recognition program may have an impact on employee retention, turnover and engagement. It is important to track the effectiveness of employee recognition efforts in these areas. • HR professionals at organizations with values-based recognition programs were more likely to rate their recognition efforts highly. Overall, 80% of respondents indicated their organization had an employee recognition program. Over one-half (58%) had a program that was tied to their organization’s values, and at those organizations, 78% of HR professionals rated their program as excellent or good compared with 41% of respondents at organizations where the program was not tied to organizational values. • HR professionals at organizations with values-based recognition programs were more likely to perceive positive effects from their recognition programs. Many HR professionals agreed that their employee recognition programs resulted in the following outcomes (the level of agreement was higher for organizations with values-based employee recognition programs): had a positive impact on employee engagement (90% values-based vs. 67% nonvalues-based), increased employee happiness (86% vs. 70%), added humanity to the workplace (85% vs. 70%), improved employee relationships (84% vs. 66%), and helped the organization instill and reinforce corporate values in its employees (88% vs. 42%). SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 3 Key Findings: Employee Recognition Programs
  4. 4. • Who can nominate or recognize employees? At three-quarters of organizations (74%), anyone could nominate or recognize a colleague. Other organizations were most likely to allow supervisors/managers (20%) or senior-level executives (14%) to nominate or recognize employees. » Large organizations (2,500 or more employees) were more likely than midsize organizations (500 to 2,499 employees) to allow anyone to nominate or recognize employees. • Do organizations use gamification or rely strongly on eThanks for employee recognition? Few organizations used leaderboards, rankings or badges—gamification techniques that promote competition by tracking progress or accomplishments (12%)—or relied strongly on eThanks—an electronic card or automated e-mail without an associated reward (13%). » Large organizations (2,500 or more employees) were more likely than midsize organizations (500 to 2,499 employees) to rely strongly on eThanks. SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 4 Key Findings: Employee Recognition Programs (continued)
  5. 5. • Most HR professionals are likely to focus on refining their recognition strategies to ensure they align with their values and to help retain top talent. Organizations that do not currently have employee recognition programs may consider adding them due to a more active hiring environment and the positive effects these programs have on employee engagement and employee happiness. • Sharing the strong positive outcomes of employee recognition programs with organizational leadership can help HR professionals make a case to add such programs, especially because their associated costs appear to be relatively low. • Recognition by senior organizational leaders can be one way to strengthen employees’ perceptions of the level of respect for employees at all levels and improve trust between employees and senior management—two factors that SHRM research shows are critical to employee job satisfaction. • As in all areas of HR, demonstrating a return on investment will continue to be a key component of any employee recognition strategy. • HR professionals will need to ensure their employee recognition strategies do not inadvertently have a negative impact on organizational culture. Potential problems are inadequate reward selection, the program is not impactful for employees or an inconsistent experience among employees. SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 5 What Do These Findings Mean for the HR Profession?
  6. 6. Most Important Challenges HR Professionals Face in Their Organization SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 6 Note: Percentages do not total 100% due to multiple response options. An asterisk (*) indicates this response option was not available in 2013. Only organizations with an employee recognition and service anniversary program were asked this question. 40% 39% 35% 29% 24% 22% 22% 33% 47% 39% 26% 35% 31% 18% 25% 40% 41% 28% 30% 28% 24% Employee retention/turnover Employee engagement Succession planning Recruitment Culture management Performance management Employee satisfaction 2015 (n = 561) 2013 (n = 704) 2012 (n = 680) A successful employee recognition program could help organizations address many of the top challenges faced by HR professionals.
  7. 7. Most Important Challenges HR Professionals Face in Their Organization (continued) SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 7 Note: Percentages do not total 100% due to multiple response options. An asterisk (*) indicates this response option was not available in 2013. Only organizations with an employee recognition and service anniversary program were asked this question. 14% 12% 11% 9% 9% 7% 4% 18% 19% 10% 10% 4% 21% 21% 12% 11% 5% Relieving employee frustration Employee enablement (e.g., providing tools, resources) Productivity *Employee happiness *Employer brand Revenue per FTE Other 2015 (n = 561) 2013 (n = 704) 2012 (n = 680)
  8. 8. SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 8 Employee Recognition Programs
  9. 9. Prevalence of Employee Recognition Programs SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 9 Note: n = 823. Percentages may not total 100% due to rounding. 58% 22% 14% 5% 55% 26% 14% 5% 50% 27% 18% 6% Yes, we have a program that is tied to our organization’s values Yes, we have a program, but it is not tied to our organization’s values No No, but we plan to implement one in the next 12 months 2015 (n = 823) 2013 (n = 797) 2012 (n = 763) In 2015, 80% of organizations had an employee recognition program.
  10. 10. Prevalence of Employee Recognition Programs SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 10 Note: Only statistically significant differences are shown. Comparisons by organization staff size 2,500 to 24,999 employees (82%) 25,000 or more employees (88%) > 500 to 2,499 employees (74%) Comparisons by organization staff size • Organizations with 2,500 or more employees were more likely than organizations with 500 to 2,499 employees to have an employee recognition program.
  11. 11. HR Professionals’ Rating of Organization’s Employee Recognition Efforts SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 11 Note: n = 662. Only respondents whose organizations had an employee recognition program were asked this question. All differences between values- based and nonvalues-based recognition are statistically significant. Percentages may not total100% due to rounding. 14% 54% 27% 5% 18% 60% 20% 1% 3% 38% 45% 14% Excellent Good Fair Poor Overall Values-based recognition Nonvalues-based recognition
  12. 12. HR Professionals’ Perceived Impacts of Employee Recognition Program on the Organization SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 12 Note: n = 641-645. Responses are the percentage that indicated “Yes” to each option. All differences between values-based and nonvalues-based recognition are statistically significant. Impact Overall Values-based Nonvalues- based Has a positive impact on employee engagement 83% 90% 67% Increases employee happiness 82% 86% 70% Adds humanity to the workplace 81% 85% 70% Improves employee relationships 79% 84% 66% Helps the organization instill and reinforce corporate values in its employees 75% 88% 42% Helps the organization retain its employees 61% 68% 41% Increases employee productivity 56% 65% 33% Helps maintain a stronger employer brand 55% 66% 28% Delivers a strong return on investment 48% 57% 23%
  13. 13. HR Professionals’ Perceived Impacts of Employee Recognition Program on the Organization (continued) SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 13 Note: n = 636-641. Responses are the percentage that indicated “Yes” to each option. All differences between values-based and nonvalues-based recognition are statistically significant. Impact Overall Values-based Nonvalues- based Has a positive impact on the organization’s financial results 45% 53% 24% Provides data that help in culture management 40% 48% 20% Helps the organization meet safety goals 33% 37% 23% Helps the organization meet sustainability or cost-control goals 30% 36% 14% Helps the organization attract new job candidates 25% 30% 9% Helps meet learning and development goals 25% 31% 11% Helps the organization meet health and wellness goals 24% 29% 13% Provides data that help in succession planning 23% 28% 10%
  14. 14. HR Professionals’ Perceived Impacts of Employee Recognition Program on the Organization SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 14 Note: Only statistically significant differences are shown. Comparisons by organization staff size Comparisons by organization staff size: Helps maintain a stronger employer brand 25,000 or more employees (68%) > 500 to 2,499 employees (52%) • Organizations with 25,000 or more employees were more likely than organizations with 500 to 2,499 employees to indicate that their employee recognition program helped maintain a stronger employer brand. Comparisons by organization staff size: Increases employee happiness 500 to 2,499 employees (85%) > 25,000 or more employees (74%) • Organizations with 500 to 2,499 employees were more likely than organizations with 25,000 or more employees to indicate that their employee recognition program increased employee happiness. Comparisons by organization sector Comparisons by organization sector: Increases employee productivity Privately owned for-profit (65%) > Nonprofit (47%) Government (42%) • Privately owned for-profit organizations were more likely than nonprofit and government organizations to indicate that their employee recognition program increased employee productivity.
  15. 15. Types of Employees Who Can Nominate or Recognize Employees SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 15 Note: n = 660. Note: Percentages do not total 100% due to multiple response options. Respondents indicating "Anyone can nominate or recognize a colleague" were excluded from the other response options. 74% 20% 14% 9% 8% Anyone can nominate or recognize a colleague Supervisors/managers Senior-level executives Direct supervisor Human resources
  16. 16. Types of Employees Who Can Nominate or Recognize Employees SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 16 Note: Only statistically significant differences are shown. Comparisons by organization staff size: Anyone 2,500 to 24,999 employees (80%) 25,000 or more employees (83%) > 500 to 2,499 employees (65%) Comparisons by organization staff size • Organizations with 2,500 or more employees were more likely than organizations with 500 to 2,499 employees to allow anyone to nominate or recognize a colleague. Comparisons by organization staff size: Supervisors/managers 500 to 2,499 employees (27%) > 2,500 to 24,999 employees (16%) 25,000 or more employees (14%) • Organizations with 500 to 2,499 employees were more likely than organizations with 2,500 or more employees to allow supervisors/managers to nominate or recognize employees. Comparisons by organization staff size: Human resources 500 to 2,499 employees (10%) > 2,500 to 24,999 employees (3%) • Organizations with 500 to 2,499 employees were more likely than organizations with 2,500 to 24,999 employees to allow human resources to nominate or recognize employees.
  17. 17. Use of Gamification and eThanks for Employee Recognition SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 17 n = 660 Yes 12% No 88% Use leaderboards, rankings or badges Yes 13% No 87% Rely strongly on eThanks (an electronic card or automated e-mail without an associated reward) n = 661 Gamification: Adding games or gamelike elements to something to encourage participation. Leaderboards, rankings and badges track progress and/or accomplishments.
  18. 18. Use of eThanks for Employee Recognition SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 18 Note: Only statistically significant differences are shown. Comparisons by organization staff size 2,500 to 24,999 employees (18%) 25,000 or more employees (22%) > 500 to 2,499 employees (6%) Comparisons by organization staff size • Organizations with 2,500 or more employees were more likely than organizations with 500 to 2,499 employees to rely strongly on eThanks.
  19. 19. SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 19 Service Anniversary Programs
  20. 20. • Most organizations celebrate service anniversary milestones every five years. About one- quarter (28%) celebrate the first-year anniversary, 8% celebrate two years, 12% celebrate three years and 90% celebrate the fifth year of service. Over two-thirds of HR professionals (69%) viewed their service anniversary recognition efforts as excellent or good (22% and 47%, respectively). • Who is part of the service anniversary experience? Nearly three-quarters of organizations (72%) reported that the immediate supervisor/manager was a part of the experience, followed by human resources (62%) and upper-level management (61%). About one-half of respondents said service anniversaries involved the organization itself (54%)—for example, the organization may send a form letter to the employee. One-third of organizations (34%) included peer-level colleagues in the service anniversary experience. • What is the primary feature of the service anniversary experience? About one-third of organizations (32%) provided employees with merchandise from a catalog/website. Twenty-one percent had an in-person event or award presentation, and 17% gave out pins, plaques or company logo items. Other awards include letters or certificates, cash bonuses and gift or debit cards. • How much do organizations spend per employee on service anniversary awards? On average, over one-third of organizations (37%) reported spending $50 or less per employee, 31% spent $51 to $200 per employee, and 22% spent more than $200 per employee. SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 20 Key Findings: Service Anniversary Programs
  21. 21. • What would HR professionals like their service anniversary program to deliver? Eighty-eight percent said they would like the program to make employees feel appreciated/valued. Over two- thirds felt the program should increase employee satisfaction/happiness (73%), renew emotional commitment to the organization (69%), raise employee engagement (68%) and build employee confidence/pride (67%). • How do HR professionals rate the value of their service anniversary program? Seventy-two percent of HR professionals said their program was good or excellent at making employees feel valued. Nearly two-thirds (65%) said it contributed positively to organizational culture. More than one-half felt that organizational leadership (58%) and employees (56%) loved the program. • What are employees’ concerns about the service anniversary program? The top concerns voiced to HR professionals by employees were inadequate reward selection (32%), not impactful for employees (30%), inconsistent experience among employees (25%), too impersonal (20%) and too infrequent (18%). • What do HR professionals think would improve the effectiveness of their organization’s service anniversary program? Most commonly, HR professionals thought the service anniversary could be improved by providing a more inspiring experience to look forward to (35%). About one out of five said the program would be more effective with more participation from senior leaders (22%), better quality award choices (22%) and more participation from managers (21%). SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 21 Key Findings: Service Anniversary Programs (continued)
  22. 22. Service Anniversary Years Celebrated SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 22 Note: n = 585. Percentages do not total 100% due to multiple response options. Respondents who indicated they did not have an anniversary program were excluded from the analysis. 28% 8% 12% 90% 5% 92% 84% 89% 88% 85% 73% 62% 1 year 2 years 3 years 5 years 7 years 10 years 15 years 20 years 25 years 30 years 40 years 50 years
  23. 23. HR Professionals’ Rating of Organization’s Service Anniversary Program SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 23 n = 583 22% 47% 26% 5% Excellent Good Fair Poor Over two-thirds of HR professionals (69%) rate their organization’s service anniversary program positively.
  24. 24. Types of Employees Who Are Part of the Service Anniversary Celebration SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 24 Note: n = 580. Percentages do not total 100% due to multiple response options. 72% 62% 61% 54% 34% The immediate supervisor/manager Human resources Upper-level management The organization (for example, a form letter is sent by mail or e-mail) Peer-level colleagues
  25. 25. Primary Feature of the Service Anniversary Experience SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 25 n = 580 32% 21% 17% 9% 6% 4% 3% 2% 1% 5% Merchandise from a catalog/website An in-person event or award presentation Pins, plaques or company logo items Letters or certificates Cash bonuses Choice of gift cards Includes stories, congratulations and/or celebration by peers/colleagues Debit cards Integration with internal social network (recognition program social feed, Chatter, Yammer) Other
  26. 26. Primary Feature of the Service Anniversary Experience SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 26 Note: Only statistically significant differences are shown. Comparisons by organization staff size Comparisons by organization staff size: Merchandise from a catalog/website 25,000 or more employees (47%) > 500 to 2,499 employees (26%) • Organizations with 25,000 or more employees were more likely than organizations with 500 to 2,499 employees to have merchandise from a catalogue/website as the primary feature of their service anniversary program. Comparisons by organization staff size: Cash bonuses 500 to 2,499 employees (10%) > 2,500 to 24,999 employees (3%) • Organizations with 500 to 2,499 employees were more likely than organizations with 2,500 to 24,999 employees to have cash bonuses as the primary feature of their service anniversary program. Comparisons by organization sector: Merchandise from a catalogue/website Publicly owned for-profit (45%) > Government (6%) Comparisons by organization sector • Publicly owned for-profit organizations were more likely than government organizations to have merchandise from a catalog/website as the primary feature of their service anniversary program.
  27. 27. Average Spending on Service Anniversary Awards per Employee SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 27 Note: n = 421. Respondents who answered "don't know" were excluded from this analysis. 18% 19% 22% 19% 10% 6% 6% $25 or less $26-50 $51-100 $101-200 $201-300 $301-500 More than $500
  28. 28. What HR Professionals Would Like Their Service Anniversary Program to Deliver SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 28 Note: n = 573. Percentages do not total 100% due to multiple response options. 88% 73% 69% 68% 67% 55% 48% 47% 45% 40% 28% 25% 13% 5% 1% Make employees feel appreciated/valued Increase employee satisfaction/happiness Renew emotional commitment of employee to the organization Raise employee engagement Build employee confidence/pride Improve organizational culture/climate Improve employee relationships Inspire all employees who participate Reduce turnover Increase trust in company leadership Offer insight into culture Attract job candidates Create equity and compliance Reduce program costs Other
  29. 29. HR Professionals’ Rating of the Value of Their Organization’s Service Anniversary Program SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 29 Note: n = 507-567. Percentages may not total 100% due to rounding. Respondents who answered "Not applicable" were excluded from this analysis. 21% 16% 16% 15% 12% 10% 8% 7% 51% 49% 40% 43% 41% 41% 33% 37% 24% 29% 35% 34% 35% 36% 42% 39% 4% 6% 8% 8% 12% 13% 18% 16% Makes employees feel valued Contributes positively to organizational culture Employees love the program Organizational leadership loves the program Increases employee engagement Provides satisfactory return on investment Increases employee retention Meets identified business goals Excellent Good Fair Poor
  30. 30. HR Professionals Reporting Negative Feedback From Employees About Service Anniversary Program SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 30 Note: n = 522. Percentages do not total 100% due to multiple response options. An asterisk (*) indicates that the response option was developed from open-ended responses. 32% 30% 25% 20% 18% 15% 8% 6% 4% 8% 7% Inadequate reward selection Not impactful for employees Inconsistent experience among employees Too impersonal Too infrequent Not enough impact on business results Too big an administrative burden Too manager-dependent Too expensive Other *None
  31. 31. HR Professionals’ Opinion About What Would Most Improve the Effectiveness of Organization’s Service Anniversary Program SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 31 Note: n = 548. Percentages do not total 100% due to multiple response options. 35% 22% 22% 21% 19% 19% 18% 18% 16% 15% 15% 14% 9% 5% 3% 3% A more inspiring experience for employees to look forward to More participation from senior leaders Better quality award choices More participation from managers More participation from colleagues and work friends A bigger budget allocation Inclusion of past achievements and successes Better breadth of award choices Inclusion of memories and stories A more emotional, poignant or moving experience A more lasting, revisitable experience that can be shared with family A more modern experience (e.g., online, mobile, video) A lighter administrative burden More inclusion of pins and logowear Less reliance on pins and logowear Other
  32. 32. SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 32 Demographics
  33. 33. Demographics: Organization Industry SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 33 Note: n = 736. Percentages do not total 100% due to multiple response options. Percentage Health care and social assistance 24% Manufacturing 20% Professional, scientific and technical services 14% Educational services 11% Accommodation and food services 8% Finance and insurance 8% Government agencies 8% Retail trade 8% Transportation and warehousing 6% Arts, entertainment, and recreation 4% Information 4%
  34. 34. Demographics: Organization Industry (continued) SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 34 Note: n = 736. Percentages do not total 100% due to multiple response options. Percentage Administrative and support and waste management and remediation services 3% Construction 3% Mining, quarrying, and oil and gas extraction 3% Repair and maintenance 3% Utilities 3% Wholesale trade 2% Agriculture, forestry, fishing and hunting 1% Personal and laundry services 1% Real estate and rental and leasing 1% Religious, grant-making, civic, professional and similar organizations 1% Other industry 2%
  35. 35. Demographics: Organization Sector SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 35 n = 740 35% 31% 19% 11% 4% Privately owned for-profit Publicly owned for-profit Nonprofit organization Government agency Other
  36. 36. Demographics: Organization Staff Size SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 36 n = 752 50% 36% 14% 500 to 2,499 employees 2,500 to 24,999 employees 25,000 or more employees
  37. 37. Demographics: Region SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 37 Note: n = 689. Percentages do not total 100% due to rounding. 39% 21% 20% 19% South Midwest West Northeast
  38. 38. n = 749 Demographics: Other SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 38 U.S.-based operations only 62% Multinational operations 38% Single-unit organization: An organization in which the location and the organization are one and the same. 12% Multi-unit organization: An organization that has more than one location. 88% Multi-unit headquarters determines HR policies and practices. 46% Each work location determines HR policies and practices. 2% A combination of both the work location and the multi-unit headquarters determines HR policies and practices. 52% Is your organization a single-unit organization or a multi-unit organization? For multi-unit organizations, are HR policies and practices determined by the multi-unit headquarters, by each work location or by both? Does your organization have U.S.-based operations (business units) only, or does it operate multinationally? n = 759 n = 673 Corporate (companywide) 62% Business unit/division 21% Facility/location 17% n = 674 What is the HR department/function for which you responded throughout this survey?
  39. 39. 39 SHRM Survey Findings: Employee Recognition Programs—2015 • Response rate = 14% • 823 HR professionals from a randomly selected sample of SHRM’s membership with a title of manager or above and employed at organizations with a staff size of 500 or more employees participated in this survey. • Margin of error +/-3% • Survey fielded January 13-February 4, 2015 In collaboration with and commissioned by Globoforce Survey Methodology SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015
  40. 40. • View previous studies from this series: Employee Recognition Programs, Spring 2013 Employee Recognition Programs, Fall 2012 Employee Recognition Programs, Winter 2012 Employee Recognition Programs, Summer 2011 • 2015 Job Satisfaction and Engagement Report: Optimizing Organizational Success (You can also purchase a copy of the report at shrmstore.shrm.org) • Recent survey/poll findings: shrm.org/surveys • For more information about SHRM’s Research Services: » Customized Research Services: shrm.org/CustomizedResearch » Engagement Survey Service: shrm.org/PeopleInSight » Customized Benchmarking Service: shrm.org/Benchmarks » Compensation Data Center: shrm.org/SHRMCompensationDataCenter • Follow us on Twitter @SHRM_Research SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 40 Additional SHRM Resources
  41. 41. Globoforce is a leading provider of social recognition solutions, helping companies build strong cultures of engaged employees through the power of thanks. Named one of the Best Workplaces by the Great Place To Work® Institute, Globoforce is trusted by some of most admired companies in the world to inspire and energize employees and create best places to work. Our award-winning SaaS technology and proven methodologies empower HR and business leaders to take a modern, more strategic approach to recognition programs. What results is measurable business success, qualified by increases in employee engagement, retention, and productivity. The company is the creator of the HR conference WorkHuman, designed to help organizations unlock the power of the human workplace. Globoforce is co-headquartered in Southborough, Massachusetts, and Dublin, Ireland.  Visit: http://www.globoforce.com  Read: http://globoforce.com/globoblog  Twitter @Globoforce  LinkedIn: http://www.linkedin.com/company/globoforce SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 41 About Globoforce
  42. 42. Founded in 1948, the Society for Human Resource Management (SHRM) is the world’s largest HR membership organization devoted to human resource management. Representing more than 275,000 members in over 160 countries, the Society is the leading provider of resources to serve the needs of HR professionals and advance the professional practice of human resource management. SHRM has more than 575 affiliated chapters within the United States and subsidiary offices in China, India and United Arab Emirates. Visit us at shrm.org. SHRM/Globoforce Employee Recognition Programs—2015 ©SHRM 2015 42 About SHRM

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