Roy Saunderson Recognition Management Inst.

Getting Recognition Right Putting a Strategic and Practical Focus on Employee Recognition

Practices and Programs

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Getting Recognition Right

• Key factors for an effective Recognition Strategy

• Essential steps for implementing a Recognition Plan

• Best practice ideas to adopt in your organization.

©2010 Recognition Management Institute I www.RealRecognition.com

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Key Factors for an Effective Strategy


P

P

P

P

eople

rinciples

ractices

rograms

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Employee Impact Type of Recognition

Frequency Occurrence

Existing Recognition Practices & Programs


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Key Factors for an Effective Strategy

• Know what recognition really is • Clarify the corporate recognition philosophy

and beliefs• Identify the purpose for recognition in the

organization• Create a short-term and long-term plan with

clear manageable objectives



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Compensation

Tangible vs. Intangible

Impersonal vs. Personal

Rewards

Incentives

Awards

Recognition

Praise

Appreciation

Know what recognition really is


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• Compensation: Something given, usually money, in exchange for labor and services provided.

• Rewards: Something given or done in return for meeting pre-determined goal(s), merit, service or achievement (sometimes money).

• Incentives: Contingent reward which induces action or motivation to achieve pre-determined results within a specific time.

• Awards: Something bestowed to commemorate an achievement, or as the result of a contest, as judged by specific criteria (mostly non-monetary).

• Recognition: the tangible or intangible expression of acknowledgement for an individual’s contribution, achievements or observed behaviors.

• Praise: the verbal or written acknowledgement of a person’s contribution, achievement or observed behaviors.

• Appreciation: display of caring and respect for an individual for who they are and for their potential

Know what recognition really is

©2008-2010 Recognition Management Institute I www.RealRecognition.com

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High

Intangible

Low

Tangible

Rec

ogni

tion

Impa

ct

Form of Recognition

Recognition

Incentives

Compensation

AppreciationPraise

Rewards

Awards

©2008-2010- Recognition Management Institute I www.RealRecognition.com

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High

Intangible

Low

Tangible

Rec

ogni

tion

Impa

ct

Form of Recognition

RecognitionIncentives

Compensation

AppreciationPraise

Rewards

Recognition Uplift

Awards


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RegularRecognition

RealRecognition™

No Recognition

ArtificialRecognition

High

Low

Low

High

Perf

orm

ance

Feelings

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Getting Recognition RightRecognition Professionals International Best Practice Standards ®

• Recognition Strategy• Management Responsibility• Recognition Program Measurement• Communication Plan• Recognition Training• Recognition Events & Celebration• Program Flexibility & Change

Source: www.recognition.org



Recognition StrategyManagement Responsibility

Program Measurement

Program Change& Flexibility

CommunicationPlan

Events &Celebrations

RecognitionTraining


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• 48% of organizations have a written recognition strategy

• 96% are aligned with business strategySource: 2008 WorldatWork Survey: Trends in Employee Recognition


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©Recognition Management Institute

Recognition Strategy Foundation

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Recognition Strategy Model®


PEOPLEFOCUS

Intrinsic or Internal Purpose

ORGANIZATIONAL FOCUS

Extrinsic or External Purpose

INTERNAL PHILOSOPHY &

PURPOSE

EXTERNAL PHILOSOPHY &

PURPOSE

RECOGNITION PHILOSOPHY People Fulfillment Contribution to Society

(or to the Business)

RECOGNITION PURPOSE People Development Contribution to

Customers

RECOGNITIONVALUES

Personal & Organizational Values

Customer & Societal Values

DIRECTION CONTRIBUTION

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Essential steps for a Recognition Plan

• Recognition DiscoverySM – assessment and benchmarking evaluation

• Obtain quantitative and qualitative measures• Review of policies and procedures, practices and

programs• Alignment with business strategy and objectives• Driven by, and reinforcing of, organizational culture


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• Determine your Focus Points for the Short-Term• Determine Focus Points for the Long-Term as well• Develop Implementation Objectives• Create some clearly defined Outputs• Steer goals to an overall Short-Term Objective

and Long-Term Objective


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Focu

sP

oint

Training / Education Everyday/ Informal Recognition

Impl

emen

tatio

n O

bjec

tives

Out

puts

•Develop in class & on-line learning modules•Develop training effectiveness metrics

•Create expectations and guidelines for everyday and informal recognition•Determine methods of accountability

•Leaders guide and PPT created•Effectiveness metrics

•Written guidelines created•Survey questions created for administering

•To help managers understand what recognition is, how to do it the right way.S

-T

Goa

l

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• Senior leader driven and supported• Employee involvement in ideas and improvements• Company-wide approach versus department owned• Relationship based as well as performance oriented• Accountability and performance development


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Strategy

•Focus Points•Objectives•Outputs•Overall Goals•Leadership•Accountability

Purpose

Rec

ogni

tion

Dis

cove

ry

PoliciesProceduresProgramsPracticesPerceptions

PhilosophyR

ecog

nitio

n R

oadm

ap Plan

Plan

©2010 Recognition Management Institute

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Best practice ideas to adopt – with Recognition Strategy


Formal

Informal

Everyday

Courtesy & Respect

Everyday

Informal

Formal

Relationships

Cargill Inc. TELUS Communications

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Best practice ideas to adopt – with Management Responsibility


Peter GeierChief Executive Officer, OSU Health System

Bill BucknerCargill Inc.

•C-suite, Senior Vice President•Training of managers

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1. Get them involved in the strategy to begin with

2. Find an executive sponsor who can advocate for you

3. Create quarterly and annual accountability meetings

4. Make friends with finance executives(!)

5. Continually educate and promote recognition

©2009-2010 Recognition Management Institute I www.RealRecognition.com

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Best practice ideas to adopt – with Program Measurement


RecognitionEmployee

Satisfaction

Customer

Satisfaction

Increased

Revenue

Higher Recognition Program Participation correlated with Higher Employee Satisfaction

Higher Employee Satisfaction level correlated with greater Customer Satisfaction levels

Improvements in Customer Satisfaction scores correlated with changes in levels of revenue

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Best practice ideas to adopt – with Communication Plan


Wells Fargo – Take 5 Campaign

MGM Grand –Star of the Year

Human resources

RecognitionJohnson & Johnson Medical Product’s

Journey

Elvie Gee

HR Director

March 31, 2010

Human resources

Johnson & Johnson Medical Products

• JJMP markets and distributes Medical Devices and Diagnostic solutions for use in institutional and primary health care settings across Canada

• Umbrella company comprised of 8 different business units

• Sutures, bariatrics, orthopaedics, cardiology, instrument sterilization, minimally invasive treatment solutions

Human resources

Johnson & Johnson - The Credo

The Four Tenets

• Customers

• Employees

• Community

• Stockholders

Human resources

Overview of the Journey

• Training: What is recognition?

• Recognition statement

• Building awareness

• Putting into practice

• Following through

Human resources

JJMP Recognition Strategy Statement• We believe we have a responsibility to provide one another

with sincere, positive feedback and appreciation in order to live up to our Credo values.

• This will lead to people feeling valued for their contribution to the success of the company.

• We will encourage greater risk taking and ownership of activities by recognizing employees’ innovation and engagement.

• We know that a successful recognition culture will result in an enhanced customer experience.

Human resources

Short Term Objectives

Effectiveness Metrics

Ensure Participation

Develop

Training

Effectiveness Metrics

Train & Communicate

Create Guidelines

Define Gaps

Encore Global Program

Launch and Measure

Communicate and Brand

Voice of Employee

Define

Informal

Drive Accountability

Define Expectations

Everyday

Informal / Every Day Recognition

Measure effectiveness

Plan events

Awareness

Events

-100% Operations division trained

-Training effective (metrics demonstrated)

Recognition Team

Usage rateMonkey survey

Q12 surveyMonkey

survey

Human resources

Short Term Outcome

Managers and employees understand:• What recognition is• How to do it right• What are their individual responsibilities

associated with giving formal, informal and everyday recognition.

Human resources

Long Term Strategy

Tracking and Measurement

Usage Strategy

Corporate Program


Calendar of events

Maximize effectiveness

Events


Re-training

On Boarding

Training

Accountability

Informal / Everyday

Formal RecognitionGlobal Program

Informal / Everyday Events

Metrics on corporate dashboard

Q12 Engagement Survey results

Human resources

Long Term Outcomes

Create a sustainable, renewable, measurable, visible cultural commitment to Recognition throughout JJMP

Human resources

Where we are today

• “Drive it Forward” training program

• Corporate dashboard presence

• Company wide rollout

• People initiative

Human resources

Lessons Learned

• Involvement in building Recognition Strategy –buy-in

• Education: Recognition vs Rewards

• Voice of the employee

• Practice what you preach

Human resources

Questions?

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The Real RecognitionTM Journey requires that you:

Know where you stand Know where you are going Know how to get there Know how to share the experience


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Visit the Recognition Management Institute at:

www.RealRecognition.com

Telephone: 877-336-9601

Email: [email protected]

Blog: www.realrecognition.blogspot.com


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Roy Saunderson Recognition Management Inst.

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