Employee Engagement Done Right

Employee Engagement Done Right

Strategies that drive a deeper emotional commitment.

How many of us have worked in organizations where the employee engagement survey is rolled out, questions are asked and yet, nothing is ostensibly done about what is suggested or complained about? How many of us find it difficult to figure out just where the moral problem lies? Employee engagement is complex and some of the methods we’ve used to address it may sometimes be flawed in and of themselves, leading to other challenges. At its crux, employee engagement brings certain issues to the forefront.

Building trust

Trust, for one. People need to be able to trust their leaders and know there will be no retaliation for telling the truth. They also need to know that their leaders are interested in what they have to share and will take relevant and timely action on feedback given. Authenticity plays a part. Feel good tactics will eventually be noticed for what it is.

This is why a platform that incorporates gamification and real-time feedback, one that puts the employee in the driver’s seat, may be what works.

A singular approach

Morpheus Consulting Pte Ltd is an eight year old company providing business consulting, application development and IT infrastructure consulting. Even with 78 employees, they found that they had limited tools and resources to hear from their employees. Their communication channels were ineffective, and as is the case for many other companies, they had limited resources for reward initiatives. They looked to SelfDrvn to help them achieve multiple aims with their employees – engagement, motivation and performance recognition all delivered through gamification.

“Using SelfDrvn has given us deep insight and understanding about the concerns of our staff and what they would like to see us implement in the company.”

Violet Tang, HR Manager, Morpheus Consulting

Embodying variable components and plug and play options, SelfDrvn is an all-in-one platform to retain, reward and engage their talent. It has helped Morpheus Consulting through a number of touchpoints including employee pulse surveys, reward and recognition programmes, peer feedback loops, goal setting, wellness games and leaderboard competitions.

Gamification as a tool

Gamifying wellness – how does that work? Since physical health is increasingly a concern that impacts organisational success and the bottom line, ensuring that companies take a positive and proactive step to address this, will add value.

But how do you do that without encroaching on an individual’s preferences and choices? Enter gamification.

Gamification has been used by companies for a long time, according to Gabe Zichermann, author of Game-Based Marketing and CEO of Gamification.co. As Jennifer Van Grove mentioned in her article, Gamification: How Competition is Reinventing Business, Marketing and Everyday Life, the military, Hollywood and the hospitality sectors are three such industries that have employed game mechanics for many years.

Gamification is used in the corporate world for educational purposes, to encourage customer loyalty, to create buzz or for social proof. Fad or here to stay, the true power of gamification lies in how well we can align it to our business objectives. And in this context, SelfDrvn’s offering can help in retaining talent, engaging and rewarding employees, capturing and holding on to intellectual capital, perhaps even plug skill gaps. In this way, it is addressing the most common and pressing business issues with modern day solutions that work.

SelfDrvn is your all-in-one platform to retain, reward and engage talent. To schedule a 30 minute obligation free consultation, email contact@selfdrvn.com today.

7 Tips for Designing Employee Rewards and Recognition Programs

7 Tips for Designing Employee Rewards and Recognition Programs

Notes from Total Rewards & Wellness Conclave 2018

Written by Munch Lam

We attended the Total Rewards & Wellness Conclave held in Mumbai on 12th of January 2018 which was a huge success. The event hosted a distinguished line up of keynote speakers, panel discussions, master classes and product showcases which were a great source of learning and inspiration.

Kudos to the People Matters team for once again, exceeding our expectations and delivering yet another event packed with insightful content and inspirational speakers. Below are some useful tips we’ve learned from TRWC2018.


7 tips for designing Rewards and recognition programs


Make Your Employees Brand Ambassadors

Make Your Employees Brand Ambassadors

How do you encourage your employees to be brand ambassadors?

  1. Embrace social media.
  2. Make employee advocacy a corporate goal.
  3. Cultivate a positive working environment that has an inclusive and fun culture. Instill pride in your employees. Regularly curate good content about your employees and company events on social media. Give the public a glimpse into how life is like in your company.
  4. Share news on social, recreational and corporate social responsibility activities that make them want to share with their network.
  5. Make employees feel welcome and appreciated, with formal recognition programs for high performers. Share them publicly on your internal social network.
  6. Have programs in place to encourage employee advocacy. For example, rewarding employees with loyalty points and prizes based on the number of shares on social media and number of successful job applicants referred by them.
  7. Sharing specific company posts such as job advertisements and new product launches.
  8. Job applicant referrals to apply to the company.
  9. Referrals of new customers to the company.

Make Your Employees Brand Ambassadors

Driving a Culture of Employee Recognition at Work

Driving a Culture of Employee Recognition at Work

“There are two things people want more than sex and money: recognition and praise.”
– Mary Kay Ash, Founder of Mary Kay Cosmetics


Why is employee recognition so important?

We are living in a world disrupted by technological innovation and tectonic shifts in consumer expectations. The business operating environment has become Volatile, Uncertain, Complex and Ambiguous (VUCA).  Stories of how dominant industry giants of the past like Blockbuster and Nokia were caught by disruption to become irrelevant almost overnight have been repeated many times as cautionary tales in a VUCA world.


Driving a Culture of Employee Recognition at Work

How do companies thrive in a VUCA world? They need a good strategy supported by highly engaged employees to help them become more adaptive, innovative, collaborative and agile. Companies wanting to improve customer experience need to heed this advice: You’re never going to give good customer experience if you don’t offer good employee experience.

Employee recognition can contribute to an overall positive employee experience that will drive the creation of high performing teams. According to Glassdoor.com, more than 80 percent of employees said they were motivated to work harder and stay at their jobs longer when they received appreciation for their work.


Driving a Culture of Employee Recognition at Work

An engaged employee is more committed to do great work that delights customers and is less likely to leave the company. These characteristics of an engaged employee contribute to a company’s bottom line. Therefore, a well-executed employee recognition program should be an integral part of any company’s talent management program.

What is the state of employee recognition now?

The statistics around employee recognition is bleak. It clearly shows that companies need to take a hard look at the effort they are putting into recognizing employees for good work done. The good news is, there is plenty you can do to improve how you recognized your best performers.

What can companies do to improve employee recognition?

How do companies make the most out of their investments in employee recognition? Here are a few suggestions.

  1. Promote a culture of recognition
    Now that we understand how important recognition is, it should be something that companies do on a daily basis, starting with the top management demonstrating how they would walk the talk. A simple thank you from the boss costs almost nothing but would make a world of difference in motivating the employees who received them. Recognizing your team in company communications and social media is also a great way to show you care and to create a sense of pride in the employees.

  2. Measure & improve recognition efforts
    Companies should also measure how well employees feel recognized in different parts of the organization by conducting regular employee engagement pulse surveys. Consider designing survey questions to gather data-driven insights to focus their efforts in improving employee recognition culture.

    Driving a Culture of Employee Recognition at Work
  3. Listen & be flexible
    Instead of taking the traditional one-size-fit-all approach in designing employee rewards and recognition program, companies can consider using an open and anonymous channel to solicit new ideas and suggestions from employees on what will make them feel more valued. We at SelfDrvn Enterprise have taken the idea of dot voting and turned it into a mobile game on our platform where employees could vote anonymously on their peer’s ideas and get rewarded with participation points.Driving a Culture of Employee Recognition at Work
  4. Recognize not just good outcomes, but the right behaviors & attitude
    There are occasions where the right behaviors can be leading indicators of positive business outcomes. For example, in addition to recognizing an employee achieving their sales target, recognizing the initiative that the employee has taken to learn how to sell new products may have a positive impact on his sales performance in the future.
  5. Promote peer recognition
    In addition to formal recognition by company and direct managers, peer recognition can help create a sense of team spirit, friendship and belonging among the employees. Not only that, Employee Engagement Survey Research from Gallup has found that close work friendships boost employee satisfaction by 50% and people with a best friend at work are seven times more likely to engage fully in their work.
  6. Make it personal and specific.
    At the end of day, recognition is only effective if it is heartfelt, personal and specific to the positive behavior of the employees and the result achieved by them. It shouldn’t feel like “a computer-generated email”. A good communication on recognition should be written in a personal style like a thank you card and should be specific about:
    • Who is being recognized?
    • Who is recognizing them?
    • What specific individual action or decision deserved the recognition?
  7. Make it fun!
    More and more, companies are leveraging mobile technology and gamification to reward and recognize employees. With technology, recognition can become more “agile” where people could be recognized instantly by managers and peers for good action taken. With API integration to business systems, companies can create an employee-centric, game-like experience where employees get instant feedback and immediate recognition whenever they hit their key performance indicators. Through instant recognition powered by technology, the employees will perceive a strong link between their actions and the recognition received, and they are more motivated to repeat them in the future


Driving a Culture of Employee Recognition at Work

With innovative HR technology, there are also other mechanisms like live auction & shopping cart using employee reward points that will add a creative twist & personalized flavor on employee rewards & recognition.

Learn the art of employee appreciation and Register with us today.

Getting the Best Out of Your Gen-Y Employees

Getting the Best Out of Your Gen-Y Employees

Millennials have a notorious reputation. They are regarded as the uncommitted and lazy generation that job hops and demands more from employers.

But what if that was entirely not accurate? What if you could get more from your Gen-Y employees. That’s exactly what Janet Lee (CEO and chief consultant of 95%—culture consultants) and Lam Mun Choong (CEO and founder of SelfDrvn Enterprise—HR tech experts) explored at the recent PlaySk00L seminar: Getting the Best Out of Your Gen-Y.

Janet Lee in Bringing Out the Best in Gen-Ys talked about the reasons why it is crucial that organizations connect and build a relationship with their Gen-Y employees. She also shared reasons why Baby Boomers behave the way they do and why millennials act in a different way.

To find out what drives the visible actions of millennials in the workforce, we should examine what’s underneath. “These are the beliefs and mindsets of the person,” she explained. So, what do Gen-Ys want from their workplace?

According to Janet, “Three things, based on a talk by Daniel Pink several years ago that is still relevant today.” They are autonomy (managing results), mastery (growing and achieving their potential) and purpose (they’re making an impact).

In Engaging your Millennial Workforce with Technology, Mun Choong outlined his “Mun Chong’s theory of management” that every generation will complain about the next generation. He highlighted the covers of TIME magazine featuring Gen-Xs from the 90s, but which carried similar descriptions of the current Gen-Y.

He emphasized that getting the best out of Gen-Ys requires that the relationship between the employer and the employee is a human relationship and not a transaction. Mun Choong noted that the factors that make relationships work include two-way communication, active listening, trust and respect, timely feedback and recognition and appreciation.

What millennials want, Janet Lee, 95 Percent, PlaySk00L, Selfdrvn, Getting more from your Gen-Y employees

SelfDrvn motivates these factors in millennials, using technology that they are already familiar with outside of the workplace. Mun Choong explained that “It allows you understand whether recognition is happening. Or whether people feel happy in the workplace, the productivity levels, mentoring from managers and so on to know whether the important factors/behaviors are happening.”

Getting the Best Out of Your Gen-Y also featured an interactive session with questions asked by attendees using the SelfDrvn platform. One highlight having employees recognized as soon as possible for their efforts makes a significant difference in motivating the performance of Gen-Ys.

What millennials want, Janet Lee, 95 Percent, PlaySk00L, Selfdrvn, Getting more from your Gen-Y employees

A few attendees also shared their key takeaways from the event.

“It was good to talk to Janet and Munch about when you’re looking at change and people addressing issues with millennials…The good thing about this is that you brought tools and the mindset issue together. Otherwise, people will generally talk about a tool and not it’s usage. Or talk about usage situations without tools. That’s really valuable.”

— Devendran Sinnadurai, COO – ‎Leaderonomics

“My key takeaway is that I learned that I learned that I need to actually give my Gen-Y team a bigger picture. I need to paint a bigger picture. I have a very small team—only about 10 people—so what they said [about understanding the perspective from the Gen-Y side], I have to go apply it to my company. They have their own way of thinking, and I need to work together with them, to make them happy and motivated.”

— Hon Fun Ping, Managing Director – Advance Paradigm

“My key takeaway is how SelfDrvn can help with engagement and how gamification is a part of that engagement process. It was informative for myself and my colleagues.”

— Bryan Dewitt, Solutions Architect – Petronas ICT

“Considering my experience, I agree with Janet Lee saying that there are different ways to achieve any result in the workplace. My key takeaway is that both sides—management, HR and Gen-Y employees—need to understand the bigger picture and the rationale behind the employees’ behaviors.”

— Jesslyn Tan, Senior BD Executive – HealthMetrics

“My key takeaway would be that millennials need to be given a purpose and it directs everything we do. The event was interactive and good. And it was helpful to the challenges I encounter in HR.”

— Valerie Wan, HR Manager – ASEAN at IDC

About the speakers:

Janet Lee

CEO & Lead Consultant, 95%

The award-winning advertising maven achieved her dreams in her 20 years with the advertising industry. Since then, she founded several businesses and ventured into pioneering the subject matter of Corporate Culture Transformation in Malaysia. As lead consultant, coach and certified consultant of UK-based Barrett Values Centre’s Culture Transformation Tools, Janet works with C-suites to shift cultures to drive business results.



Lam Mun Choong

Founder and CEO, SelfDrvn Enterprise

A serial entrepreneur, he has co-founded several companies in Asia including Jatis Solutions (IT Consulting). Mun Choong, is also the CEO of Nettium Sdn Bhd, an MSC status company, was nominated for the GAIN Bespoke MDEC Program to develop the next Global Tech Icon, selected as a Digerati50 2016-2017 by Digital News Asia and was a winner of the Best Dojoian Award in the MDEC Leadership Dojo 2016.


Improve Employee and Business Performance with Research-Backed Questions

What’s in the book?

Asking the right questions can be the difference between knowing the engagement level in your organization and trying to make performance improvements by guesswork.

Our collection of more than 30 research-backed behavioral questions and their relevance helps you take the guesswork out of employee engagement, and provides a better, deeper understanding of what motivates your employees to perform better and improve business outcomes.



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