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Begin With The End In Mind
By:
Jeff Dalton - Paramax &
David Carrithers Affinity Center International
April 27, 2012 3:00 ...
“The moment people in an organization are
recognized, they will act to get recognition. The
moment they realize that the o...
Goal Of Session
• What drives successful employee programs
• Clear understanding of a few key steps
• Sharing on what work...
Basics Of Motivation
 Positive, Immediate and Certain
 Change requires a motivator - what gets rewarded
gets done
 Awar...
Basics Of Motivation
 Cash is limited in promotion value, long-term
remembrance and excitement
 The best programs reward...
Maslow’s Hierarchy of Needs
10
 Move beyond the basics
 Tap into the psychic
 Reward the complete person
 People want ...
The Behavioral Model
11
 What gets rewarded gets done
 Identify the desired behavior modification
 Communicate the desi...
The Bell Curve
12
 Focus on the middle 80%
 Move the organization 5% to
10% to the right
 Top performers will always
pe...
Employee Program Background
13
Types of Programs:
 Attendance
 Suggestion
 Quality
 Safety
 Service Anniversary
 Emp...
Employee Program Background
14
Target Industries:
 Manufacturing
 Utilities
 Telecommunications
 Healthcare
 Financia...
Keep
In Mind
• Reward is not
compensation
• Under paid cannot be
fixed with a reward
program
• Cash can be part of
program...
Rewards Are
Key!
• Do you truly understand
your employee base and
what motivates them?
• Get beyond “I want
cash” mentalit...
Works?
Doesn’t
•One size fits all rewards
•Complicated rules
•Manual tracking
programs
•One program at a time
focused
•Doi...
What is a Recognition
System?
 A Web Portal
 Provides managers and employees the
opportunity to send accolades, thank- y...
Check List
 Do a review and analysis of all programs/efforts for
past three years – what’s worked/ not worked
 Survey em...
Key Program Development Thinking
Ease of understanding – what is the behavior
Ease of redemption
Earning reward in a re...
Thank You!
Jeff Dalton, CEO
Paramax
http://www.pmx.com
732 224 1048 Ext 18
jdalton@pmx.com
David Carrithers, President
Aff...
Member Recognition - Start With The End In Mind
Member Recognition - Start With The End In Mind
Member Recognition - Start With The End In Mind
Member Recognition - Start With The End In Mind
Member Recognition - Start With The End In Mind
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Member Recognition - Start With The End In Mind

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  • So many programs are planned with the start in mind – things like rules, or dates, or the processes. The key is to stop and ask “what is the behavior we are trying to drive?” What is the end result that you are trying to create?
  • So many programs are planned with the start in mind – things like rules, or dates, or the processes. The key is to stop and ask “what is the behavior we are trying to drive?” What is the end result that you are trying to create?
  • The other is really understanding the base of the employees and their make up? Who is in the program – who is really in it? Age? Income? Back ground? So many programs try and make one size rewards, one size rules fit all.
  • The other is really understanding the base of the employees and their make up? Who is in the program – who is really in it? Age? Income? Back ground? So many programs try and make one size rewards, one size rules fit all.
  • We need a common understanding of incentives and motivation.
  • I was going to share my experience on Bank on Xerox program and the results being improved by 60% by just focusing on rewards that matter.
  • Transcript of "Member Recognition - Start With The End In Mind"

    1. 1. Begin With The End In Mind By: Jeff Dalton - Paramax & David Carrithers Affinity Center International April 27, 2012 3:00 PM to 4:00 PM Member Recognition
    2. 2. “The moment people in an organization are recognized, they will act to get recognition. The moment they realize that the organization rewards for the right behavior, they will accept it.” Peter Drucker - WSJ
    3. 3. Goal Of Session • What drives successful employee programs • Clear understanding of a few key steps • Sharing on what works and what doesn’t • How to start your thinking & why • A little effort up front has huge payoff • Change is the only constant
    4. 4. Basics Of Motivation  Positive, Immediate and Certain  Change requires a motivator - what gets rewarded gets done  Award needs to have meaning and be beyond the living basics  Focus on moving the 80% on the Bell Curve of an organization to the right 5% to 10%  A good program needs communications, program administration and the right awards  Employee programs need to take into account the full potential earnings and desired behaviors 8
    5. 5. Basics Of Motivation  Cash is limited in promotion value, long-term remembrance and excitement  The best programs reward the whole chain - employee, channel and customers  Make sure the reward is truly a reward. 9
    6. 6. Maslow’s Hierarchy of Needs 10  Move beyond the basics  Tap into the psychic  Reward the complete person  People want to feel recognized
    7. 7. The Behavioral Model 11  What gets rewarded gets done  Identify the desired behavior modification  Communicate the desired state  What gets tracked gets repeated  Reward the outcome Do This Get That!
    8. 8. The Bell Curve 12  Focus on the middle 80%  Move the organization 5% to 10% to the right  Top performers will always perform  Turn those just below the top into top performers
    9. 9. Employee Program Background 13 Types of Programs:  Attendance  Suggestion  Quality  Safety  Service Anniversary  Employee/Sales Referrals  Honor & Recognition  Productivity  Teambuilding  Customer Service  Gift  Training/Certification  Consolidated “Umbrella” Participants:  Tend to be non sales, such as production and service  Safety focuses on drivers, service repair personnel, & manufacturing plant employees
    10. 10. Employee Program Background 14 Target Industries:  Manufacturing  Utilities  Telecommunications  Healthcare  Financial  Automotive  Service Typical Owners Of Programs:  Human Resources or  Personnel Director  Quality Officer  Director of Safety, Loss Prevention  General Manager, Manufacturing Plant Program Length:  Longer-term up to 1 year (w/ monthly/quarterly payouts)  Lends to yearly renewals Average Payout:  Smaller payout than sales programs  $200-$300/year for single programs
    11. 11. Keep In Mind • Reward is not compensation • Under paid cannot be fixed with a reward program • Cash can be part of program mix but no more than 20% Surveyed 1,000 people and asked “Have you ever received a cash reward from your employer and if so what did you do with the cash?”
    12. 12. Rewards Are Key! • Do you truly understand your employee base and what motivates them? • Get beyond “I want cash” mentality to what they want to gain access to what truly motives the employee • Liberate the award earner – give them choice Surveyed 1,000 employees on rewards
    13. 13. Works? Doesn’t •One size fits all rewards •Complicated rules •Manual tracking programs •One program at a time focused •Doing too much with too little Does • Offering reward choice • Mixing recognition with incentives • The whole organization into the program (peer to peer, cost savings, top performer, etc.) • A program not a one time event
    14. 14. What is a Recognition System?  A Web Portal  Provides managers and employees the opportunity to send accolades, thank- you’s, acknowledgments & appreciation to each other  Provides information to all employees in all aspects of the Recognition Program  Provides 2 way communication with management with survey and quiz/training tools  Provides an awards catalog for tangible awards What Is A Recognition System?
    15. 15. Check List  Do a review and analysis of all programs/efforts for past three years – what’s worked/ not worked  Survey employees to find out what motivates them (beyond cash) and be honest with yourself  Do you have a platform for your program that makes it easy on you and the organization to motivate behavior  Clearly define the behavior(s) you want to see and is the program driving these results and is this clear to the employee
    16. 16. Key Program Development Thinking Ease of understanding – what is the behavior Ease of redemption Earning reward in a reasonable time frame Do you understand what motivates your employees Is the reward befitting of the behavior change More than rewards - recognition
    17. 17. Thank You! Jeff Dalton, CEO Paramax http://www.pmx.com 732 224 1048 Ext 18 jdalton@pmx.com David Carrithers, President Affinity Center International www.AffinityCenter.com 707-484-3620 david.carrithers@affinitycenter.com
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