Winning With a Culture of Recognition: Recognition Strategies at the World's Most Admired Companies

by Eric Mosley, Derek Irvine

How do some of the world's greatest company cultures succeed? The 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.

149 pages, Hardcover

First published October 4, 2010

About the author

Eric Mosley, the author of The Crowdsourced Performance Review, is the co-founder and CEO of Globoforce. Eric has been directing the path of Globoforce as the innovator in the recognition industry since the company's beginning. 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's work has been published in such publications as Harvard Business Review, Fast Company, Forbes, and Fortune, and he has also presented at industry and investment conferences around the world. Eric is also the co-author of the critically-acclaimed book Winning with a Culture of Recognition.

Prior to joining Globoforce, Eric established himself as an accomplished Internet consultant and architect having held varied management and technology roles in CSK Software, Bull Cara Group and Logica Aldiscon. He holds a bachelor's degree in Electronics, Computers and Telecommunications Engineering from the University of Dublin, Trinity College.

Reviews

[Beth Meyers · Rating 2 out of 5]

Less of an informative book - more of an advertisement.

[Rdmooers · Rating 3 out of 5]

Very compelling case on the importance of recognition in companies everywhere. Also hints at the foundations of change leadership

[Bob Selden · Rating 5 out of 5]

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.