Workhuman

As APGFCU looked to strengthen culture under new leadership, recognition became an early investment in creating a more connected and engaging employee experience. Teshia partnered with Workhuman once again to implement her second recognition program.

“I consider myself a loyal, repeat customer. I have been with you all now for eight years, and I have implemented a successful program at my previous organization and now I’m happy to be launching a program again at my current organization. I just can't say enough great things about Workhuman,” Teshia says.

Barilla aimed to solve an operational challenge: bring consistency and compliance to Years of Service awards. But the real cultural transformation came when that foundation enabled peer-to-peer recognition that engaged both corporate and frontline employees.

Barilla partnered with Workhuman to modernize and personalize their Years of Service anniversary program, and in 2017, Barilla Bravo was established. The newly minted Service Milestones program included peer congratulations, manager messages and reminders, and flexible reward choices for employees to choose their own anniversary gifts.

In 1877, Pietro Barilla opened a small bread and pasta shop in Parma, Italy. Fast forward about 150 years, and Barilla Group is now a global powerhouse with food products present in more than 100 countries.

Everyone who works at bp is guided by these core values: safety, respect, excellence, courage, and one team. A steadfast commitment to these values helps bp address the dual challenge of meeting society’s need for more energy, but with significantly fewer emissions.

This case study explores how bp partnered with Workhuman ® to implement a modern recognition and reward solution to engage its global employee population.

And the enthusiasm for the program didn’t end there. Since launch, bp has recorded more than 500,000 recognition moments. What’s more, data shows more frequent recognition received through Energize! is associated with lower employee turnover. Recognized new hires have 50% lower turnover than their unrecognized peers. In Hungary, employees who receive just three awards per year saw turnover cut by 66%. As bp continues to evolve Energize! and see strong results, Workhuman is there every step of the way.

Such important work means British Airways needs the support and commitment of its global employee base of 39,000 – inclusive of cabin crew, pilots, engineers, and office-based colleagues. To that end, the airline partnered with Workhuman ® to build and scale a global employee recognition program that would make all employees feel seen, valued, and appreciated for the work they do. Let’s take a closer look.

Now having celebrated their third Thank You Fest, colleagues from all over the world, including Delhi, Los Angeles, Chicago, Bahrain, and Bratislava, have been invited and honored.

Canada’s largest not-for-profit automobile association partnered with Workhuman® to create and sustain an innovative reward and recognition solution. See how they achieved 100% employee adoption and drove lower turnover rates – at 37% lower costs than their previous solution.

Canada’s largest not-for-profit automobile association partnered with Workhuman® to create and sustain an innovative reward and recognition solution. See how they achieved 100% employee adoption and drove lower turnover rates – at 37% lower costs than their previous solution.

"We know that research says that recognition is an important component of patient satisfaction scores. We also know that in order for our caregivers to take care of our patients, we need to take care of our caregivers. So right now, what we're thinking about is the indirect impact behavior change might have on those scores. For example, if we were to send recognition or use recognition to amplify a really great patient-caregiver experience, would there be an indirect impact to the people who are reading that? Will they learn, and then change their own behaviors as a result? "

The challenge was around publicity of the program – only people on the team would know if someone received a reward. And only managers were able to give rewards to their team members.

Cisco partnered with Workhuman to create a global, peer-to-peer recognition and reward program based on its core values and funded at 1% of payroll that drove engagement with frequent, smaller awards throughout the year.

To create a better experience for employees, Cisco set out to create a global, peer-to- peer recognition and reward program based on its core values. The result was Connected Recognition, a Cisco-branded employee recognition and reward program based on core values and funded at 1% of payroll. This level of investment enabled Cisco to drive engagement with more frequent, smaller awards given throughout the year.

Citizens' existing homegrown recognition program was highly manual, with rewards taking up to four weeks to reach employees. The organization wanted to modernize recognition, make rewards more meaningful, and better support its goal of becoming a more customer-centric organization.

Since the launch of Credo Awards, Citizens has generated more than 168,000 recognition moments across 96% of its employee base. This type of engagement is imperative to Citizens’ organizational health. This connection and engagement is also driving tangible ROI in the form of employee retention. Data from the Workhuman research team shows turnover is cut in half for employees receiving 10-12 recognition moments annually compared to those who haven’t received any recognition. And as Citizens continues generate more recognition moments, the team is able to better understand the social networking across the organization. Citizens’s decision to implement a formal recognition program came at just the right time.…

Following the merger of two tech companies, Conga needed to unify employees around a shared culture and values. It wanted to strengthen connection across its global workforce while embedding the new Conga Way into employees' everyday work.

This case study explores how Conga partnered with Workhuman ® to launch an innovative reward and recognition solution that increases engagement, connects employees globally, and drives the company’s bottom line.

After joining two technology organizations into what is now Conga, the company needed to better align Conga’s values with its culture. That led to the creation of the Conga Way, a cultural cornerstone with three pillars: embracing an entrepreneurial spirit, achieving together, and championing the customer.

Following a major corporate rebrand, Corpay needed to unite employees around a new global identity and set of core values. Prior to Workhuman, recognition efforts varied by region, making it difficult for employees to recognize colleagues across teams and geographies.

Given the longitudinal, nested nature of the data, we ran a generalised linear mixed model (GLMM), regressing as fixed effects lagged performance, total recognition received and time on current quarter’s performance, with individual as a random effect (data are clustered by person). Model estimates for fixed effects are shown in Figure 2. For ease of presenting Figure 1, the results are illustrated via the estimated marginal means for recognition frequency and lagged performance rating (i.e., predictions are averaged over quarter). Model syntax and summaries are available upon request. Figure 2. Model estimates for fixed effects Become a pioneer of the human workplace.

Eaton partnered with Workhuman to create a global recognition program that would increase employee engagement and retention, and make it easier to offer culturally relevant awards.

What’s more, the data shows employees who receive recognition are two times less likely to leave the company. Adding E-STAR recognition data to Eaton’s predictive analytics turnover model improved its accuracy by 10 points.

With a bold company vision to create healthier futures for its customers and communities, EmblemHealth needed to find a way to bring employees together to live out the values of the organization. And this meant building healthy culture from within the organization through a dedicated employee recognition program.

In April of 2021, EmblemHealth partnered with Workhuman to launch the company’s first, custom- designed, fully comprehensive employee recognition program, BRAVO! The program leveraged Workhuman’s platform and industry leading product, Social Recognition® , and used EmblemHealth’s own company values – Empower, Deliver, and Do it Together – as a foundation upon which to build and evolve its culture.

Today employees across industries, including financial services, are looking for more real-time development and feedback, which is why First Tech has invested in a complete transformation of its recognition and performance program. This case study explores how First Tech partnered with Workhuman® to implement a human application solution that enhances communication and engagement, while creating deeper connections to company values and business goals.

Not only have these programs improved communication, but they have also resulted in new data and insights. “Now our HR team knows where to focus our time to make the biggest impact,” says Chary. “We know which leaders are really interacting with employees. I’m most excited about the data we can leverage to make improvements for leaders and employees, ultimately supporting measurable business results.”

“Recognition before [Zoom In!] was pretty limited to spot bonuses, and it was a very manual process,” Catherine explained. “We didn't have a lot of rigor around what warrants one and what doesn't. It was on the manager to decipher, and it would go to our HR business partners for review and approvals.”

With about 1,200 global employees, LegalZoom has been steadily strengthening its employee recognition efforts. Rooted in its vision of being the guardians of people’s aspirations, lives, and legacies – and guided by their operating values—the organization partnered with Workhuman® in 2022 to expand the reach and consistency of recognizing its Zoomers.

This meaningful change was in line with Workhuman’s recommended best practice of linking employee recognition to organizational values to bring culture and strategy to life. With this change, LegalZoom’s Zoom In! now features real time recognition moments, reinforcing their values with recognition employees can see and learn from.

GoTo reports 95% employee engagement in Bravo!, meaning that almost their entire workforce has adopted this technology. They’ve seen 4x lower turnover for employees who received recognition from multiple nominators and 3x lower turnover for those who both gave and received recognition.

"Hyliion is growing very rapidly and we needed a tool, a platform like Workhuman, so that our recognition programs could grow with the company, and in a way that was easy to administer, cost-effective, and most importantly, impactful. The visibility of the recognition program is also really helpful. Employees can see what other people are doing, what they’re working on within the company. They can show their gratitude very easily and visibly to one another."

"What we were trying to do in 2020 is to leverage what worked, but then get back to the table stakes. Like seamless redemption, a global customer support organization, global products that were meaningful wherever those employees were; we have employees right now in 18 different countries. We absolutely wanted to increase our inclusion and our engagement as well, and felt that the Workhuman platform really helped us with that. We want it to improve the global experience. We want it to add global parity so that it truly was a more meaningful program globally. In addition to increasing employee engagement, we also wanted to lower voluntary turnover, which we have done. There are a lot of things [that help us] build more connections with our employees."

"Since we transitioned from the last platform to Workhuman, our participation and our reach have really grown. We’re at over 90% recipient reach, over 90% managers nominating, and over 50% employees nominating. The over 50% employees nominating is huge, because we have been ramping this whole time. We’ve almost doubled in the last three years. We gave Workhuman our voluntary turnover data for a year, and then Workhuman iQ extrapolated all this amazing information to look at our correlations between voluntary turnover and recognition.…

One challenge that led LinkedIn to look into social recognition was corporate growth. “We’re in a period of superfast growth. It’s been a bit of a wild ride, with some volatility. We wanted a program that could drive stability and emphasize our culture and values,” says Christina Hall, former chief people officer at LinkedIn. For this reason, it was important that the program be peer-based, rather than hierarchical and top-down.

LinkedIn partnered with Workhuman to launch Bravo!, a global, peer-to-peer recognition and rewards program that has a significant impact on employee retention and performance.

LinkedIn has also seen a significant impact on employee performance since launching Bravo! “If employees received three or more awards, 54% of those employees improved their performance rating year over year,” says Christina.

This case study explores how Merck partnered with Workhuman ® to implement a modern recognition and reward solution that boosts employee retention and engagement and improves key diversity, equity, and inclusion (DE&I) metrics.

Another tangible result of INSPIRE is a 12-point increase on the recognition question in Merck’s employee engagement survey. Today, a majority of Merck employees say they have a positive recognition experience, which is a significant change from years prior to the launch of INSPIRE. Seeing this positive impact, Merck chose to increase investment in INSPIRE to create the best possible recognition and reward experience for employees and lean into this effective tool that drives culture, retention, engagement, DE&I and connections.

Minto Group’s employee recognition program has proven to support engagement, performance and retention goals. Along with Social Recognition, the team celebrates work anniversaries with Service Milestones and rolled out Inclusion Advisor to offer a “tangible tool” for DEI micro-coaching.

And our score in that particular question has been consistently quite high and quite strong across the organization. And that’s really reaffirming for us – that when we do this very important pulse check of the organization and the level of engagement, that employees feel like they are being recognized. To say that we have lower attrition as a result of our recognition program is a true statement ."

This case study explores how Morgan Truck Body partnered with Workhuman ® to implement a peer-to-peer team member recognition and rewards program that drives human connection by reducing cultural friction points, democratizing gratitude, and retaining skilled workers. While this can be a challenge for companies with large offline and deskless team member populations, Morgan’s story shows it’s possible.

Morgan Truck Body, LLC partnered with Workhuman® to implement a peer-to-peer recognition and rewards program for the company’s 2,400 team members across 14 manufacturing sites that reduced cultural friction points, democratized gratitude, and retained skilled workers.

Morgan Truck Body, LLC partnered with Workhuman® to implement a peer-to-peer recognition and rewards program for the company’s 2,400 team members across 14 manufacturing sites that reduced cultural friction points, democratized gratitude, and retained skilled workers.

The company’s leaders knew that if they wanted colleagues to continue innovating like they did to develop the vaccine, they had to tap into that same power. To do it, they needed a recognition and rewards program that delivered gratitude and joy back to the colleagues who impacted the world’s response to the pandemic. The program needed to be scalable and agile, global, peer-to-peer, equitable, and most importantly, impactful.

Pfizer knew it needed a recognition and rewards program that was scalable and agile, global, peer-to-peer, equitable, and most importantly, impactful. See how Pfizer partnered with Workhuman to build their platform, Bravo!

Pfizer chose to partner with Workhuman to revamp their employee rewards and recognition program and selected the name Bravo. And, because the leaders knew how vital this was for their colleagues, they deployed the program using the same concept as they did the vaccine – what they call “lightspeed.” Lightspeed is a mindset that encourages colleagues to cut the red tape, crush bureaucracy, and trust one another to make room for meaningful work.

The desire to transition away from traditional performance management was felt at all levels of the organization. “Our CEO and executive team got behind the need for change, but also recognized that, for us to be successful, we needed to listen to the organization,” says Vikki Sly, former Vice President of Talent Development at Qlik.

Crowdsourcing feedback and recognition also reduces risk of bias. Managers in a matrixed, global organization can’t be expected to see all the work their team is doing. That’s why peer input has vastly improved Qlik’s performance process.

With that end goal in mind, R1 partnered with Workhuman to launch their recognition program – R1 Stars – in 2021. The program has seen rapid adoption across the organization since launch, in large part because of the Workday and Microsoft Teams integrations that embed recognition in the daily flow of work.

Learn how R1 RCM achieved rapid adoption of their recognition program using Workhuman's Workday and Microsoft Teams integrations to embed recognition in the daily flow of work.

Gallup and Workhuman research has found that to see outcomes like retention and employee engagement improve with recognition, it needs to be fulfilling, authentic, personalized, equitable, and embedded in the company culture. SSOE needed to look at all the ways it could elevate employees throughout the year in a way that was honest and impactful.

In 2016, SSOE partnered with Workhuman® to build its custom employee recognition platform, C3, a nod to its vision of designing and building the future for its clients, colleagues, and communities.

SSOE has seen various returns on its investment. One of the most critical outcomes has been the improved retention of new hires during COVID. SSOE has seen that when recognition is high, engagement is high across the organization. And, at the end of the day, highly talented, highly engaged employees will help SSOE innovate, build, and design for the future.

Tennant partnered with Workhuman® to implement a peer-to-peer employee recognition program to reinforce their forward-thinking culture, retain top talent, and drive business outcomes. Let’s take a look.

Another core feature of Tennant’s solution is the integration of the company’s long-standing, best of the best program, called Leading Edge. This program allows for peer-to-peer nominations highlighting individuals and teams who champion Tennant’s values and go above and beyond. The integration of the two programs into one platform helps drive engagement and reinforces positive employee behaviors every day, and on a larger scale annually. Award winners feel seen, proud, and part of a larger mission.

For many community banks, their culture is their brand. For The Bank of Princeton, a New Jersey state-chartered commercial bank and FDIC member with branches across New Jersey, New York, and Pennsylvania, that culture is built on listening to customers, treating people with respect, and being a true resource for the community. As the bank has steadily expanded since opening its doors in Princeton in 2007, their growth has brought a new challenge: how to keep their service-minded, gratitude-driven culture alive across every branch and every team. They knew they needed a recognition program that could bring their people together in real time and shine a light on what “doing the right thing” looked like every day.

See how The Bank of Princeton partnered with Workhuman to launch TBOP Rewards, turning real-time recognition into a shared language of values across every branch.

Beyond ensuring that recognition is accessible to everyone, leaders at The Bank of Princeton also focus on the quality and substance of the messages themselves. By elevating the emotional resonance of recognition messages beyond just simple thanks, they’ve seen TBOP Rewards gain even more cultural significance within the organization. “I definitely see a difference in terms of how messages are written,” shares Aleksandra Kaczor, Human Resource Manager at The Bank of Princeton. “They go beyond saying thank you , instead they explain what the employee did and why it mattered. Recognition isn’t coming from just one person; multiple colleagues take the time to describe how employees exceed expectations.”

In addition to that, we were also launching Yammer as an organization, to give people more options in the way they communicate with one another. Our recognition platform came out first, and then Yammer came a bit later. We decided to let both get going, start ramping up, get adopted by the organization – and then we decided to integrate.

Team members who were receiving recognition before received it less than 2x a year, and we now are at almost 7x a year – and we’re spending about the same. Think about that impact. Team members are feeling recognized and valued more frequently throughout the year. They’re getting the capability of using those points however they choose, with a lot of flexibility on how they want to redeem and use their points."