We are excited to announce WooBoard has just been acquired by REFFIND.
This is an exciting opportunity for our company and for our valued customers.
REFFIND is a market leading mobile employee engagement platform, committed to revolutionising how organisations recruit, engage, educate, reward and recognise their employees.
The WooBoard platform will be added to REFFIND’s Employ, Engage and Educate portfolio; and our existing customers will now have access to a greater portfolio of solutions.
All our customers and users will continue to have access to the people, technology and expert resources they’ve come to know and trust at WooBoard, while also having the opportunity to benefit from REFFIND’s employee experience platform and resources.
As we begin this new chapter, we look forward to sharing the considerable opportunities that lie ahead. We thank you for your loyalty and we look forward to continuing to build a product that contributes to the happiness and productivity of your workplace.
If you have any questions about this acquisition please contact us directly.
-The WooBoard Team
Guest post by Adrienne Erin
In today’s modern world, where the 40-hour work week consumes the better part of our lives, it seems somehow strange that so many of us can work for years in relative anonymity alongside our coworkers.
Those companies who remain closed to the idea of team-building exercises and the prospect of developing a close family unit in the workplace typically tend to experience higher rates of staff turnover. As time passes, we may find ourselves looking back with regret for not making the journey more enjoyable.
We hope you had a very merry Christmas and a Happy New Year! We’re excited to kick off the New Year with a blog post that’s a little left of centre. We’ve been busy expanding our team and are always so happy to see enthusiastic candidates that go that one step further to show you how much they like the company and want to be a part of the team.
One of our new applicants, completely unprompted, decided to write us a blog post based on his understanding of the benefits of employee recognition and engagement in the workplace. We thought that it was too good not to share. Though, to be honest, the title of the post even had us a little skeptical and puzzled at first. So a big Woo to Jeff from Chicago for the following post!
“Company culture” is a lot more than the values listed on your website or blu-tacked to your wall. Absolutely, company values can be used effectively to shape culture. But when all is said and done, company culture is really the sum of the work attitudes and personalities that every single employee brings to the office.
There’s no such thing as a “right” answer. Amongst 100 companies with amazing cultures you’ll find 100 different cultures. Of course, that’s not very helpful if you’re looking for a few culture hacks you that you can do right now, so instead let’s just look to one thing.
When people hear the word “genius” they often tend to think of people so brilliant, eccentric and unique that they cannot be compared. And that’s true to an extent. However, according to studies conducted by Catherine Cox and Mason Curry, there are definitely certain characteristics and habits that most geniuses in history have tended to share.
We have two good reasons for thinking that we need to pay more attention to the issue of responsibility in the workplace. First, an experiment from the 1960s involving electric shocks makes clear just how bad things can get if people don’t take responsibility for their actions (it’s far worse than most of us might think!). Second, it’s more difficult to display the right kind of responsibility than we might think because responsibility can be inspired by at least three figures: children, bureaucrats and leaders. The challenge, then, is to figure out which of these types of responsibility we want employees to display in the workplace.
What can we learn about peer recognition from a Nobel Prize winner in economics and a piece of advice relating to how to raise children. Two things, I suggest. First, employee recognition is likely to be even more important than we thought it was. Second, employee recognition should come not just from management but also from colleagues. How do we get from Nobel Prizes and child rearing to these conclusions? Well that takes a bit more explanation.