Busting the 3 Biggest Myths about Social Recognition

Even good
human resources
directors can make
big mistakes when
choosing a new
social recognition
product.


Join Joy

as she learns

what to
look for –
and

beware of –
when
making this

important
decision.


Joy, Human

Resources Manager,
was asked by
her boss to look at
a number of
competing bids for
a new social

recognition
system.


Joy decided

to go with a
supplier who
touted mobile
apps and
crowdsourcing
capabilities.


Within a few weeks,
Joy realized that
things were not
turning out the
way she’d hoped,
including:


Complaints about
visiting app stores
to download
mobile versions
of the system.


Employees angry
about not having
the ability to choose
whether or not their
recognition was
made public.


Crowdsourcing
reports showed
the top-rated
employee in the
company was the
friendly – and
ineffective – new
kid in the mailroom
who spent his
day chatting and
avoiding work.


“Where did it all
go wrong?”


Unfortunately,
Joy fell
for these
myths:


Myth #1:
Everyone loves to share.
Not everyone does,
and not always, nor is it
always a good idea
to do so.
A truly advanced social
recognition system includes
privacy controls both at the
administrator and
individual level.

Myth #2:
All mobile is created equal.
Advanced
social
recognition
delivers a
system that
works on any
device, any time and
is always in sync.


Myth #3:
Crowdsourcing is the future
of recognition.
It’s a great way to find
a new lawn service or
a hidden-treasure
neighborhood restaurant,
but crowdsourcing should
never be the primary tool
to evaluate your direct reports.


Truly advanced
social recognition
helps
complement
the performance
review system, but

doesn’t
replace it.


Download our article
and learn how Joy
improved her
organization’s recognition
program with G5, the
most advanced social
recognition system

EVER!

B usting

the

3

B iggest My

ths about S

ocial R

ecognition

Truly mobile
, truly person
alized.
When you’re selec
ting a supplier for
social recognition
about mobility and
, you need to ask
design. Do my empl
some hard questions
oyees need to go
or visit an app store
through a lot of clunk
? Does the mobile
y downloads,
site offer everything
is ready-tothat’s on the main
B usting go on any device, any time.
system? G5
And,
B iggest My with the largest avail
recognitionthe
applications, it requ
ths about S able library of builtires no additional
in
ocial R
an app store.
mobile downloads
ecognition
and no need to visit

3

Global, and
meaning it.
Saying you’re a globa
l company is one
thing. Deliv
Myth #2:
Because we provi
de vigorous supp All mobileering on that promise is another.
is cre
Most mobileort with in-country local ated equal.
your environment
social recognitio
representation, we
in the way that othe
understand
r
maintained sepa“global” compn sites are created only for
“global” – we deliv
anies cann
er global programs rately from their Web ot. We offer you mobile, which means they
counterparts. That more than
are
,
and often have locally.
also means they
limited functiona
are rarely in sync
lity. Advanced socia
What happen
on any device, any
l recognition deliv
time and is always
ed to Joy
ers a system that
in sync.
works
Joy ended her contr
act with
Myt “Brand X” supp
Busting the made the choic Mythsthath #3: Crowdsouc after
Biggest
about Social and,
Recognition
lier,
e to use G5 It’s her
ing is visit with BI WOR
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.
reports a positive
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a into a seamless
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suite of reports and
should neverherse Group,
for be the prima
Chris Dolan, Director Product Marketing, Reward Systems lf: “I’m so pleased with neighborhood restaurant,
the easy-to-use dash
system that’s too d.
ry tool to evaluate simp
boar y game
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as though G5 has
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direct reports. It’s
so it can end up
helped me (…and Recognitiond,Mythbuster) with
BI WORLDWIDE to be as prepared When I walk into a meeting becoming
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my boss, I feel
she adds, “Our empl
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values – and they’
n that we’ve creat
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re
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RespoHR directors can thanks to BI WOR LDWIDE and
Even good nsive AN D res make big mistakes G5.”
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Joy called me a few
when choosing aweeks after the mail
new social recognition product.
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LDWIDE
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When she heard
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she wanted to hear
tives,” I said.
more.

3

That’s when

told her abo
Joy, the Human ResourcesI Manager at a 10,000-person tech-manufacturing
ut G5 – the
social recogn
company,First asked by her ition system ever:
boss to look at a number of competing mostaadvanced
bids for new
was and only
system to feature several
social recognition system. After calling inresponsipromising candidates, she decided
ve web design:
anytime, on any devic
your
e their mobile apps and “crowdsourcing” employees can use it
to go with a supplier who touted
capabilities.
anywhere,
Social responsi
In fact, the salesperson told her, she’d eventually be able to use crowdsourcing as
bly: Turned on/off
by administrator,
or via individual opt
a way toLargest library of performance reviews. Wow, thought Joy, my boss has t
completely replace
in/ou
built-in apps, inclu
ding our patent-pen
which utilizes
got to love that, right?a perso
ding Recognition
nalized URL to celeb
PUR LTM app,
rate employee achie
networking environme
vements in a socia
nt
l
What went wrong for Joy

•

•
•

BIWORLDWIDE
.com | Australia
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Wh few weeks so
Within a y G5 is of implementing the new system, Joy realized that things were
advanced
notThe BI WORthe way she’d hoped. She heard lots of complaints about the need to
turning out LDWIDE
development team
that built G5 is justifi
syste stores to download
visit appm for many reasons.mobile versions of the system. Someone in IT complained,
ably proud of this
Here are just a few:
indus
“This system wasn’t really designed for mobile, was it?” Employees showed up in her try-leading new
Badging, the
icons tha choose whether or
office, G5 that they had no ability to t build a com not their recognition was
angry
badges can be awar
munity
ded as reinforcereports, she saw that arotop-rated ageme
made public. When Joy reviewed crowdsourcing ment for
the und eng
nt.
recognition, celeb
company values,
rating personal or
employee in her entire company was the friendly – and ineffective – new givinin or receiving
kid g the
professional miles
achievement. Badg
tones
es can be earned
mailroom, the one who spent most of his day chattingprog avoidingor in recognition of objective
work.
through a and ressi
“collect ‘em all” desig
ve rules structure,
n, or through a simp
as part of a
le file load.
Where did it all go wrong? Joy thought. I wanted a simple, up-to-date way to
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recognize and engage America that d I’ve gotten myself a clunky, rigid system that’s
employees and Kingd
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The new “Wild West” of that empl recognition ns. Through the scien of
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At BI WORLDWIDE (BIW), rd, not cashthat social recognition ce like a ases significan
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holes your frontier
to build something great.competitors’ you’ve got a strong sheriff in ale capabilities really
But, unless tactic
s of selling gift cards
will save
at retail plus a –
town, things can spin out of control pretty quickly. That’s what happened to Joy mark
up.
she didn’t realize those “wide open spaces” of social applications could cause her
some serious headaches down the road. Sorry to say, Joy fell for these myths:
Myth #1: Everyone loves to share.
Not everyone does, and not always, nor is it always a good idea to do so.
Truly advanced social recognition includes privacy controls both at the
administrator and individual level.

BI WORLDWIDE.com
© BI Worldwide™ 2013

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Proprietary & Confidential

Australia | Canada | China | India | Latin America | United Kingdom | United Satees | BIWORLDWIDE.com

Busting the 3 Biggest Myths about Social Recognition

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Busting the 3 Biggest Myths about Social Recognition