Page 239 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

226B RE-ENGAGE

: “The current CEO is making a real : “My team has been told that
effort to make employees at all we chose a support role in the
levels feel valued and included, company and therefore forfeit any
and it seems to be working. The right to recognition.”
previous corporate culture recog- : “During the year, nurses’ week is
nized top management and upper ALWAYS recognized. However, so-
engineering talent. Everybody else cial workers don’t get recognition,
may as well have been invisible.” secretaries don’t get recognition.
: “In all my years of employment, I It makes for ill feelings when all
have never worked for a com- disciplines work hard and deserve
pany that tries so hard to be the same recognition.”
employee focused. Employees : “The hourly people are the lowest
are recognized both publicly and priority in this company, whereas
monetarily. There are programs in those who are exempt are more
place that continually allow the than taken care of—their high
company opportunities to show pay, their incentive pay, and much
how grateful they are for employ- more.”
ees who go above and beyond the : “The backbone departments that
call of duty.” keep company losses in check
are ignored.”

There are many distinct subthemes expressed in these comments,
not all of them focused specifically on recognition, but all revolving
around one central issue: the employees’ sensitivity about whether or not
they—their ideas, opinions, contributions, and their presence—matter.

Engaging by Valuing the Contributions of All Four Generations

Though individual preferences vary widely, here are some
rewards sought by members of the four age groups that ex-
perts on the generations consider to be valid for many: