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Winning with a Culture of Recognition: Recognition Strategies at the World's Most Admired Companies Hardcover – October 4, 2010


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Product Details

  • Hardcover: 149 pages
  • Publisher: Globoforce Limited; First edition (October 4, 2010)
  • Language: English
  • ISBN-10: 0956629105
  • ISBN-13: 978-0956629104
  • Product Dimensions: 8 x 5.5 x 0.7 inches
  • Shipping Weight: 13.6 ounces (View shipping rates and policies)
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (12 customer reviews)
  • Amazon Best Sellers Rank: #592,378 in Books (See Top 100 in Books)

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.


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Customer Reviews

4.4 out of 5 stars
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See all 12 customer reviews
The book is excellent and very practical.
Rod
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.
Robert Selden
Everyone in any organization should read this book.
Zane Safrit

Most Helpful Customer Reviews

4 of 4 people found the following review helpful By Allan on September 21, 2010
Format: Hardcover
Great read. I am in the process of developing our own recognition program and Mosley/Irvine provide great direction. Very valuable.
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3 of 3 people found the following review helpful By Robert Selden on March 7, 2011
Format: Hardcover
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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3 of 3 people found the following review helpful By Zane Safrit on February 21, 2011
Format: Hardcover
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.
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3 of 3 people found the following review helpful By abhishekmittal on October 19, 2010
Format: Hardcover
The authors demonstrate how important employee engagement is to today's organizations and show how recognition can be used as an effective tool to foster engagement, drive adoption of organizational values and enhance performance. I particularly liked their concept of Strategic Recognition programs which make recognition a modus operandi for businesses, rather than remaining something that is elitist, infrequent and often not intrinsically motivating. Indeed, recognition, if measured and managed well, can help companies drive behaviours that benefit it. The authors make use of a "Values Distribution Graph" to track the percentage of employees recognized across departments for demonstrating behaviours aligned with the Values and Mission of the organization. It is powerful! Imagine if the data tells you that more people are being recognized for producing "reliable results", whereas the focus of the organization is really on innovation (risk-taking)!
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2 of 2 people found the following review helpful By Lynette Pitman on October 4, 2010
Format: Hardcover
This was a great read. The case studies, real-world examples, clear steps and reasoning will make this quite applicable in most companies. Who can argue with the power of a "thank you"?
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Format: Hardcover Verified Purchase
This book was purchase to go in our company Library. I haven't read, but many of our staff is currently reading.
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