Saunderson_Getting Recognition Right -01262012

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Copyright Rideau Recognition Solutions 2012

Getting Recognition Right - Webinar

Presented by: Roy Saunderson




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Getting Recognition Right

• Insights on rewards and recognition

• Understanding recognition programs & practices

• Key factors for a recognition strategy

• Selected best practice ideas to adopt or adapt




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Key Elements for an Effective Strategy

P

P

P

P

eople

rinciples

ractices

rograms




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Employee

Impact Type of RecognitionFrequency

Occurrence

Existing Recognition Practices & Programs




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Key Factors for an Effective Strategy

•Know what recognition really is

•Clarify the corporate recognition philosophyand beliefs for your company

• Identify the purpose for recognition for the

entire organization

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

clear manageable objectives

©2010 Recognition Management Institute I

www.RealRecognition.com





Reward =

6





Recognition =

7





Earn =

8





Discretionary =

9





Effort =

10





Consistency Credibility Trust +Relationships

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Copyright Rideau Recognition Solutions 2012©2008-2010 Recognition Management Institute I www.RealRecognition.com

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The Many Faces of Recognition

• 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 and a reward really is:




©2008-2012 Recognition Management Institute

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“Recognition” Variations

High

IntangibleLow

Tangible

R e c o g n

i t i o n

I m p a

c t

Form of Recognition

Recognition

Incentives

Compensation

Appreciation

Praise

Rewards

Awards





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Recognition Uplift Effect

High

IntangibleLow

Tangible

R e c o g n

i t i o n

I m p a

c t

Form of Recognition

Recognition

Incentives

Compensation

Appreciation

Praise

Rewards

Recognition Uplift

Awards





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4 Types of Recognition

Regular

Recognition

Real

Recognition™

No

Recognition

Artificial

Recognition

High

Low

Low

High

P e r f o r m

a n c e

Feelings




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Recognition Professionals International

Best Practice Standards ®

o Recognition Strategy

o Management Responsibility

o Recognition Program Measurement

o Communication Plan

o Recognition Training

o Recognition Events & Celebration

o Program Flexibility & ChangeSource: www.recogn i t ion.org




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Recognition StrategyManagement Responsibility

Program Measurement

Program Change

& Flexibility

Communication

Plan

Events &

Celebrations

Recognition

Training






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“If you don’t know where you’re

going any recognition program or

practice will get you there.”– Roy Saunderson, CRP




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•48% of organizations have a writtenrecognition strategy

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




We have a written and documented

recognition strategy for our organization

Yes

No

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©2009 Recognition Management Institute

Recognition Strategy Foundation

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Johnson & Johnson Medical Products

• 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 anenhanced customer experience




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Essential steps for a Recognition Plan

• Recognition Assessment – 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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F o c u

s

P o i n

t

Training/ Education EverydayRecognition

I m p l e m e

n t a t i o n

O b j e c

t i v e s •Develop in class & on-line

learning modules

•Develop training

effectiveness metrics

•Create expectations and

guidelines for everyday and

informal recognition•Determine methods of

accountability

O u t

p u t s

S h o r t -

T e r m

G o a l

•Create Leaders guide and

PPT presentation

•Effectiveness metrics

•Written guidelines created

•Survey questions created for

administering

•To help managers understand what recognition is, how to do

it the right way.




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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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• How important is it to managers to have Senior Leaderinvolvement with Employee Recognition?

• 93 percent of managers indicate Senior Leader involvement isvery or extremely important

• 75 percent of those managers stated Senior Leader participationwas extremely important

• Actual level of Senior Leader involvement

• 21 percent of Senior Leaders are very involved

• Another 58 percent are somewhat involved

Source: Roy Saunderson, “Survey on the Effectiveness of Employee Recognition In the Public Sector”, Public Personnel Management ,

Vol. 33, no. 3 (2004): 255-275.




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Strategy

•Focus Points•Objectives

•Outputs

•Overall Goals

•Leadership

•Accountability

Purpose

R

e c o g n i t i o n A s s e s s m e n t

PoliciesProcedures

Programs

Practices

Perceptions

Philosophy

R e c o g n i t i o n S t r a

t e g y

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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Management Responsibility Peter Geier

Chief Executive Officer, OSUHealth System

Bill Buckner

Cargi l l Inc .

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




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1.Get leaders 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




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Program Measurement

Recognition

Employee

Satisfaction

Customer

Satisfaction

Increased

Revenue

Higher Recognition

ProgramParticipation

correlated withHigher Employee

Satisfaction

Higher Employee

Satisfaction levelcorrelated with

greater CustomerSatisfaction levels

Improvements in

CustomerSatisfaction scores

correlated withchanges in levels of

revenue




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Communication Plan

Wells Fargo – Take 5 Campaign

MGM Grand –

Star of

the Year





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Answers





Send us your most pressing employee recognition question for Getting

Recognition Right for you and your organization:

1. What is the ONE most important problem with employee recognition you

need to solve in the next 6 months?

OR2. What is the ONE most important goal with employee recognition you need to

achieve in the next 6 months?

Simply email your question to: [email protected]

And you’ll receive a copy of the eBook version of “101 Ways to GiveEVERYDAY Real Recognition” … AND an answer to your question!

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mailto:[email protected]

mailto:[email protected]



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Visit the Recognition Management Institute at:

www.Rideau.com

Telephone: 877-336-9601

Email: [email protected]

Blog: http://rideau.com/blogs/roy-saunderson

Twitter: @roysaunderson

http://www.rideau.com/

http://www.rideau.com/

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