 | Winning with a Culture of Recognition: Recognition Strategies at the World's Most Admired Companies |
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Product Description
How do some of the world's greatest company cultures succeed? The answer: They're strategically managed using the power of employee recognition.
Introducing Winning with a Culture of Recognition, the game-changing book about how to manage your company culture, increase employee engagement, and deliver measurable business results.
Authored by Eric Mosley and Derek Irvine, Winning with a Culture of Recognition takes the misused rewards and recognition programs of the past century and transforms it into the must-have business strategy for managing a culture in the 21st century. Endorsed by best-selling author Daniel Pink, Winning with a Culture of Recognition will show you why strategic recognition is the fastest and most effective way to impact employee performance, motivation, and productivity.
Sharing proven strategies implemented by such leading companies as Symantec, Intuit, Dow Chemical, and Amgen, Mosley and Irvine provide HR and business leaders with a powerful blueprint on how to create a positive culture of recognition and appreciation. Recently featured on NBC, ABC, CBS, and Fox, Winning with a Culture of Recognition will show you how recognition can be used to deliver positive bottom-line profits - and why it's used at some of the most successful companies in the world.
Product Details
- Amazon Sales Rank: #555160 in Books
- Published on: 2010-10-04
- Original language: English
- Number of items: 1
- Binding: Hardcover
- 149 pages
Features
- ISBN13: 9780956629104
- Condition: New
- Notes: BRAND NEW FROM PUBLISHER! 100% Satisfaction Guarantee. Tracking provided on most orders. Buy with Confidence! Millions of books sold!
Editorial Reviews
Review
Praise for Winning With a Culture of Recognition:
"Recognizing mastery, communicating purpose, encouraging autonomy, Eric and Derek offer practical guidance on how to create a company culture that feeds our true motivators." --Daniel H. Pink, author of Drive: The Surprising Truth about What Motivates Us
"Employee recognition is too important to get it wrong, which occurs all too often. Mosley and Irvine connect the dots, from strategy to execution to improved business outcomes. Put their precepts to work and your competitors won t know what hit them." --Bill Catlette, co-author, Contented Cows Moove Faster
"Through content and relevant examples this book illustrates the power and simplicity of recognition as an affordable driver of employee engagement." --Steve Church, Executive Vice President, Avnet
"This is a great "how to" book in transforming your culture. Erik and Derek have captured the fundamental reasons on why organizations need to rethink recognition platforms. As a driver of this change in my organization, I can attest to the positive impact the reworking of program has had. The book is full of "aha" moments and information is presented in a way that shows you that change is not difficult. A must read." --Thomas G. Aurelio, Vice President, Human Resources, Symantec
"...CEOs care deeply about the culture of their companies, and Mosley and Irvine offer an excellent approach for fostering and nurturing such a winning culture of recognition." --Jim Grenier, VP, Rewards, Workplace, & HR Global Shared Services, Intuit, Inc.
"A wise, practical, and timely treatment of employee recognition programs and how they are connected to the overall strategy of the enterprise. A must read for every HR executive concerned about employee engagement. --Hayagreeva Rao, Atholl McBean Professor of Organizational Behavior and Human Resources, Graduate School of Business, Stanford University
"Through content and relevant examples this book illustrates the power and simplicity of recognition as an affordable driver of employee engagement." --Steve Church, Executive Vice President, Avnet
"This is a great "how to" book in transforming your culture. Erik and Derek have captured the fundamental reasons on why organizations need to rethink recognition platforms. As a driver of this change in my organization, I can attest to the positive impact the reworking of program has had. The book is full of "aha" moments and information is presented in a way that shows you that change is not difficult. A must read." --Thomas G. Aurelio, Vice President, Human Resources, Symantec
"...CEOs care deeply about the culture of their companies, and Mosley and Irvine offer an excellent approach for fostering and nurturing such a winning culture of recognition." --Jim Grenier, VP, Rewards, Workplace, & HR Global Shared Services, Intuit, Inc.
"A wise, practical, and timely treatment of employee recognition programs and how they are connected to the overall strategy of the enterprise. A must read for every HR executive concerned about employee engagement. --Hayagreeva Rao, Atholl McBean Professor of Organizational Behavior and Human Resources, Graduate School of Business, Stanford University
About the Author
Eric Mosley: As CEO of employee recognition leader Globoforce, Eric has been directing the path of the strategic employee recognition industry for the past ten years. His vision to raise employee recognition from a tactical, unmeasured, and under-valued effort to a global strategic program with clear measures for performance and success is now being realized in some of the world's largest and most complex organizations. Eric continues to cast the vision of innovation for the company and the industry. As a recognized industry leader, Eric has personally advised some of the largest and most admired companies in the world.
Derek Irvine: Derek is a seasoned, internationally-minded management professional with more than 20 years of experience working across a diverse range of industries. During his career, he has lived in many countries, including Spain, France, Ireland, Canada, Sweden, UK, and the United States. In his role as a thought leader for employee recognition leader Globoforce, Derek helps clients set a higher ambition for global, strategic employee recognition, leading consultative workshops and strategy setting meetings with such organizations as Avnet, Celestica, Dow Chemical, Intuit, KPMG, Logica, P&G, Symantec, and Thompson Reuters.
Customer Reviews
Most helpful customer reviews
4 of 4 people found the following review helpful.
By Allan
Great read. I am in the process of developing our own recognition program and Mosley/Irvine provide great direction. Very valuable.
3 of 3 people found the following review helpful.
By Zane Safrit
This book was a surprise and a delight. It surprised me that I learned so much. Data, examples, tenets, doable steps, case studies, misconceptions, myths burst. They all were included in generous portions.
And it was delight to read. It's well-written, well-organized and the passion of the authors for this solution and how they have helped their clients is evident. One of my favorite sections was called Myth Busters. It seems included in every chapter. And as the title suggests, the authors burst erroneous myths about employee recognition and its power in generating above average growth reates, profits, cash-flows and equity valuations.
Everyone in any organization should read this book. From CEO who will find out how to bring employee recognition as a strategic initiative to reach their goals to front-line newly hired employees who can begin their own grass-roots campaign to create a culture of recognition in their own team. And they'll learn the language they need to speak when they present their results to the C-Suite.
2 of 2 people found the following review helpful.
By Robert Selden
Eric Mosley and Derek Irvine in "Winning with a Culture of Recognition" set out to publicise and bring to front of mind, a long-held but less practised truism - "recognition is a sound management method".
But this is not your standard "pat on the back for a job well done" recognition. Nor is it the old "recognition award" program (they contend that these fall short of their true potential because they are layered onto a culture and not an integral part of it).
Their book is about making recognition a strategic and measurable imperative.
Yet, at its heart, Mosley and Irvine's philosophy of giving recognition is that it is best done locally, personally and by managers and colleagues alike.
So how can it be strategic?
As the authors point out, recognition when left to local managers and colleagues to give, works well in small organisations, but is ineffective in large enterprises.
So, strategic recognition is the practice of integrating recognition with other management practices. It's thus linked to the corporate values and delivers employee engagement. For example, it can reinforce values such as respect, integrity, innovation and teamwork by linking recognition awards to the number of times behaviours reinforcing these values have been recognised. And, above all the strategies must be structured to meet defined goals and be measured and tracked.
The book is well written with plenty of practical examples, tips, "myth busters" and short scenarios. Part 1 is all about developing a recognition framework, whilst Part 2 shows you how to implement a strategic recognition practice.
Highly recommended for any thinking manager - particularly those who may be in a position to influence the future of their organisation.
Bob Selden, What To Do When You Become The Boss: How new managers become successful managers
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