Design and Implement A Successful Recognition Program: Determining the Scope of Your Recognition Program. In planning your recognition program, who will participate and how elaborate it will be?

1. DESIGNING AND IMPLEMENTING
A SUCCESSFUL RECOGNITION PROGRAM
DETERMINING THE SCOPE OF YOUR
RECOGNITION PROGRAM

2. DETERMINING THE SCOPE OF
YOUR RECOGNITION PROGRAM
In planning your recognition program, you need to decide who will
participate and how elaborate it will be. Will it be a program for your team?
For your department? Or for your entire company? Will it be simple or
complex? What is your budget, your manpower, and your commitment? In
other words, are you Flying Solo? Do you have a Task Force? Or, are you
leading a Corporate Initiative?
These three different styles of recognition program implementation
encompass different budgets, manpower, and commitment levels. For
example, if you’re Flying Solo, running a recognition program with 20
different options won’t be practical for you. Deciding who you are can
define your course of action. It can help you decide whether you will act
on your own, present your ideas to your boss, or make a presentation and
proposal to top management. You may start Flying Solo and end up leading
a Task Force or heading a Corporate Initiative, depending on your results.
Any size company can use any of these approaches. Base your choice on:
BUDGET
How much money do you have to spend? A sizable fiscal budget, a generous
one-time commitment, or what happens to be left over in petty cash?
MANPOWER
Are you the only one who has realized the power of recognition? Do you
have a small team who is ready to start up a recognition program with you?
Or has top management committed to a recognition culture?
COMMITMENT
How many people are committed to using recognition on a regular basis in
your company? Just you? A group of trend-setting managers? Or, a separate,
funded department?
FLYING SOLO
You’re Flying Solo if…
Budget: You have no budget for recognition.
Manpower: You’re the only one who is willing to spend time giving
recognition.
Commitment: No one else really cares.
© 2014 by Baudville, Inc. All Rights Reserved. www.baudville.com
BAUDVILLE DETERMINING THE SCOPE OF YOUR RECOGNITION PROGRAM PAGE 1

3. The good news… Flying Solo can accomplish a lot of good with a little
planning and less money. And, you don’t need to convince anyone before
you get started.
One person can make a difference. Watch “It’s A Wonderful Life” if you
need further convincing. In this movie, Jimmy Stewart discovers, through
experience, how the way he has lived his life has had a positive impact on
people around him. He has made a positive difference.
GETTING STARTED
Goals: what results are you looking for? You’re Flying Solo now, but are
you going to try to enlist the help of a co-worker or two? Gandhi began
alone and look how he ended up!
ROLES
You’re it! Of course, you have all the action items on YOUR list.
PLANS
How do you achieve the result you want? First, identify existing behaviors
that will help achieve your result. Then, start recognizing people
accomplishing those behaviors with praise or a thank you when they use
them. For example, you’re the manager of customer service and you want
to improve customer satisfaction in your call center. You have identified
one way to get this result: manage customer expectation by giving them
a time and date when you will get back to them with an answer to their
question. When you hear customer service representatives giving callers
this information, you stop by their desks and compliment them.
Often we don’t get tasks done until we write down what actions we’re
going to take and assign a deadline to each action. Filling in the blanks in
the following section will confirm your commitment to your recognition
project. Think of the good vibes you will be spreading and the energy that
will come from it.
BAUDVILLE DETERMINING THE SCOPE OF YOUR RECOGNITION PROGRAM PAGE 2
© 2014 by Baudville, Inc. All Rights Reserved. www.baudville.com
Recognize who? For what behavior? What will you do?

4. BAUDVILLE DETERMINING THE SCOPE OF YOUR RECOGNITION PROGRAM PAGE 3
© 2014 by Baudville, Inc. All Rights Reserved. www.baudville.com
UP - SELLING
Gaining support or approval from people in higher authority can help
you make a better success of your recognition program. You are the best
judge of your company, but we suggest sharing your plans with your boss,
at least. Invite top management to participate in one of your activities, for
example, giving a token of appreciation or recognition. This will put an
official stamp of approval on your plans while opening the door for your
program to spread and grow.
THE TASK FORCE
A Task Force requires:
Budget: you have a small budget to use for recognition.
Manpower: a small number of people want to start a recognition
initiative.
Commitment: those people are willing to commit time to the process.
You’re small in number, but remember that an apple tree grows from one
tiny seed and produces bushels of nutritious apples. In other words, if
everyone contributes to the process, you will have a prosperous program.
COMMENCE OPERATION RECOGNITION
Goals: What results will put your organization on target? What do you
want to accomplish?
ROLES
Who’s going to do what? Fill in the plan below so everyone knows
their assignments.
BUDGET
How much money do you have to spend on supplies?
Who? Will do what? To achieve this result

5. BAUDVILLE DETERMINING THE SCOPE OF YOUR RECOGNITION PROGRAM PAGE 4
© 2014 by Baudville, Inc. All Rights Reserved. www.baudville.com
PLANS
Often we don’t get tasks done until we write down which actions we’re
going to take and assign a deadline to each intention. Scheduling is a
commitment. Don’t forget to write your actions in your planner.
CORPORATE INITIATIVES
Your Corporate Initiative will require:
Budget: $15 - $30 per employee
Manpower: Many people, including some who have been giving
recognition as part or all of their job description.
Commitment: The organization’s goal is to get everyone committed
from the top down.
With this vision of a positive, value driven culture, plan on creating a
robust and multi-facted program. You have the power behind you and the
whole company is cheering you on. Top executives must have the same
vision for the recognition program as the program designers to ensure
strategic alignment.
When you’re going for a corporate-wide initiative, implementation
may be more labor intensive than you had expected. Break it down into
manageable steps. That way, you will solve the three biggest challenges
recognition specialists face:
1. Management buy-in
2. Management support
3. Involvement from all levels
Whether you have to sell “up” to get buy-in, support and budget
allocations or sell “down” and “across” to get involvement, remember:
people take action when something is in it for them. Your mission is
to figure out what that something is and give it to them. Another key
to buy-in is ownership, getting people to feel like they helped create
the recognition program. Be sure you include people from all levels
in planning and implementation. Keep bosses and top management
involved by letting them present the awards or tokens of appreciation.
This will also add importance to the occasion for the recipient.