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An overseas perspective of employee engagement back home

In the past several years, more organizations have started to launch advanced recognition and rewards programs, as well as sales incentive initiatives, to energize their staff members and maximize productivity across the board.

In the past several years, more organizations have started to launch advanced recognition and rewards programs, as well as sales incentive initiatives, to energize their staff members and maximize productivity across the board. In many respects, this has been a refreshing trend, especially considering how quickly businesses appeared to react to studies regarding the atrocious state of employee engagement on the global scale. 

As a result, several new trends have started to reverberate across borders, intensified by the more prolific globalization of markets and economies that has been the defining theme of commerce in the past few years. Some times, the best ways to figure out exactly what one business needs to do to maximize its employee engagement and performances is to look at the successes and failures of others across a breadth of regions and industries. 

A weighty challenge
Forbes recently reported that multi-national firms have appeared to become a bit more aggressive in the fight for stronger engagement, especially those that have locations and employees located in Southeast Asia. According to the news provider, engagement rates in that region stand around 60 percent currently, which is not quite hacking it for the executives and shareholders of these international organizations. 

Notably, there are a range of challenges that will surface when trying to boost engagement among an even more diverse workforce, which will typically be the case when working on the global stage. As such, the source suggested these firms focus on attaining and sustaining a desirable brand stature among employees and customers, while strategies to align the actual responsibilities of staff members with their interests can have a massively positive impact as well. 

Furthermore, Forbes recommended multi-national firms try to find ways to get employees talking and collaborating with one another, as this is the mark of a highly preferable and resilient corporate culture. Recognition programs that all employees participate in can be an excellent step in the right direction.

Same for the U.S.?
Now, if these types of strategies and approaches can work for companies that have workforce members on different continents, they ought to be exceptional for firms only operating domestically. It is worth noting that more firms are becoming globalized as the years progress, and making preparations to enter the international marketplace with a boom now can set the company up for success down the road. 

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