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      <image:title>Insights - Managers can boost belonging by recognizing their teams’ good work - Managers who recognize their employees drive a high sense of belonging.</image:title>
      <image:caption>Employees who receive recognition for work well done from their managers are 7 times more likely to report a high sense of belonging.  Importantly, giving recognition boosts a sense of belonging too.  It’s a virtuous cycle that can benefit everyone in the organization.</image:caption>
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      <image:title>Insights - Belonging matters for performance - Make Belonging Last</image:title>
      <image:caption>Building a strong sense of belonging across all employees can sustain higher performance. Read about how to boost belonging and enable new hires to sustain their “job honeymoon” over a year or more.</image:caption>
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      <image:title>Insights - Timing career conversations to the first 18 months yields outsized results - But, the timing of the conversation matters as much as having the conversation.</image:title>
      <image:caption>When the conversation occurs in the first 12-18 months after an employee joins the organization, they stay about two years longer.  Read more about why timing matters and what to say in these critical conversations.</image:caption>
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      <image:title>Insights - Manager connection is a competitive advantage. - Reward Manager Collaboration</image:title>
      <image:caption>Help your managers build relationships with other managers to drive higher performance across teams.  A simple approach is to encourage managers to recognize their fellow managers with a thank you note or small cash award when their teams successfully collaborate.</image:caption>
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      <image:title>Insights - Paying people more can backfire - Higher pay, poorer performance?</image:title>
      <image:caption>Paying people more than 20% over the median pay for their role might actually get you lower performance over time.</image:caption>
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