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Reward and recognition class

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Slides describing many ways you can create a positive climate to reward and recognize people.

Slides describing many ways you can create a positive climate to reward and recognize people.

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  • 1Ask how many been hereFirst time Morning peopleLeft handedRt. HandedcreativeHow many been lost before?
  • You must make the job challenging, give people a purpose a cause, a higher calling. In sw airlines, they were tried to put out of business by the bigger airlines. They survived and now more profitable than everGood leaders create purpose: Style of leadership is what works. Story Pvt Ryan Good leaders become a living symbol-Americans want heroes
  • You must make the job challenging, give people a purpose a cause, a higher calling. In sw airlines, they were tried to put out of business by the bigger airlines. They survived and now more profitable than everGood leaders create purpose: Style of leadership is what works. Story Pvt Ryan Good leaders become a living symbol-Americans want heroes
  • You must make the job challenging, give people a purpose a cause, a higher calling. In sw airlines, they were tried to put out of business by the bigger airlines. They survived and now more profitable than everGood leaders create purpose: Style of leadership is what works. Story Pvt Ryan Good leaders become a living symbol-Americans want heroes
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  • Mary Kay Ashe-reward and recognition-feel good about themselvesNucor Steel
  • Transcript

    • 1. Welcome! Recognition Programs to Energize, Retain and Motivate the Workforce Gregory P. Smith www.ChartCourse.com www.ChartCourse.com © 2009 CYC International
    • 2. Implementation Team Cross-functional Facilitators Teams LB Champions Coaches Departments
    • 3. Creating a Positive Environment 1. Lack of Appreciation 1. Problems w/Co-Workers 33% ENVIRONMENT 2. Too Much Paperwork 27% 2. Too Much Paperwork What Causes You 3. Problems w/Supervisors 23% 3. Problems w/Supervisors the Greatest 4. Pay & Benefits 22% Dissatisfaction at 4. Fairness Work? 5. Lack of Benefits 5. Pay & Training 20% 6. Lack of Job 6. Boring Opportunity 20% 7. Fairness Training 18% 7. Lack of 8. Problems w/Co-Workers 16% 8. Lack of Appreciation Gregory P. Smith 9. Commute Opportunity 15% 9. Lack of Chart Your Course 10. Boring Job 9% 10. Commute International
    • 4. Creating a Positive Environment 1.1.Train Managers Better Set the Example First 32% RETENTION 2.2.Listen More Train Managers Better 28% The Greatest Thing 3.3.Try Something NewBetter 24% Select Managers the Organization 4.4.Pay More Try Something New 23% Could Do to 5.5.SelectMore Pay Managers Better 22% Improve Retention? 6.6.Set the Example First Other 22% 7.7.Hire Better People Nothing 18% Gregory P. Smith 8.8.Better Benefits Listen More 13% Chart Your Course 9.9.Other Better People Hire 12% International 10. Nothing Benefits 10. Better 2%
    • 5. Creating a Positive Environment 1. Better at Example 1. Set the Communicating 69% MANAGEMENT 2. Set the to My Ideas 2. Listen Example 46% What Would You 3. Be More Appreciative 3. Be More Appreciative 39% Like to See Your 4. Don’t a Job Somewhere Else 4. Get Micro Manage 37% Managers Do? 5. Show Genuine Concern 5. Be More Fun 36% 6. Try Newat Communicating 36% 6. Better Things at Work 7. Listen to My Ideas 7. Don’t Micro Manage 30% Gregory P. Smith 8. Be More Fun Concern 8. Show Genuine 26% Chart Your Course 9. OtherNew Things at Work 9. Try 16% International 10. Get a Job Somewhere Else 10. Other 7%
    • 6. La Rosa’s New Hire Survey  Internal Cultural Audit-  yearly Internal Customer  Satisfaction Index People Development  Charts Chief People Officer  (CPO) Uniform Leadership  Training The “Coin” 
    • 7. La Rosa’s Communication  Accountability  Quality  Professionalism  Comments:  If scoring is less than a “B” please explain your reason so team member knows what needs to be improved.
    • 8. ABC Model Creating a High-Retention Workplace Antecedents Behavior Consequences Anything that What we do What happens to makes people act us after we act Consequences for past behavior have the strongest influence on future behavior www.ChartCourse.com © 2009 CYC International
    • 9. Measure Performance Employee Satisfaction Process Reward Establish Guiding Behavior Principles
    • 10. QUEST Program Dayton Metro Housing  Different Color Each Month For “Whimsical Deeds of Customer Service  Gallantry” Each Qtr: 3 Tokens Each  Quarterly Festivities  Highest Qty: King/Queen  Knighthood to Questers (8+)  Luncheon to Honor Knights  QUEST Festival in May  Knights Bid on Prizes  QUEST Scepter Bestowed to Highest  Earner
    • 11. Recognition & Energizers “Giraffe Award”  “Safety Jackpot”  “Only a Fool Would Work  Here This Long” “Quest Program”  Choose Your Own Title  “Neat Nick”  ”Debuggers”  “Big Deal Wheel”  “But Sir?”  “Shining Star” 
    • 12. VAMPIRE EXTERMINATION EXPEDITIONS 1. EXPLORE 2. 3. 4. EDUCATE EXTERMINATE!
    • 13. BAD Idea Campaign Quick & Simple  Challenging and Fun  100% Participation  No Big Giveaways  Long-Term Impact  Instant Reward and  Recognition Guaranteed Success 
    • 14. Idea Campaign Structure Idea Campaign Top Idea Management Coordinator Implementation Implementers Team Idea Idea Idea Leader Leader Leader Employee Employee Employee Employee Employee Employee www.ChartCourse.com © 2009 CYC International
    • 15. Free Monthly Electronic Newsletter: Chart Your Course International 770-860-9464 World Wide Web www.ChartCourse.com www.ChartCourse.com © 2009 CYC International