Sc Network. Rmi & Jjmp Final Presentation (2010 03 31)

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Getting Recognition Right: Putting a Strategic Focus on Employee Recognition Practices and Programs
If you don’t know where you are going any old recognition program or practice will get you there. You need to know the direction you’re going in to make employee recognition successful. WorldatWork surveyed members on employee recognition trends and discovered only 48% of companies actually have a written recognition strategy. Our own research in the public sector found only 52% of managers saying their recognition strategies were really effective.

To produce the bottom-line results you want and create a culture of appreciation, you must become more strategic with employee recognition by designing a recognition strategy which does the following:

• Articulates your philosophy around recognition
• States your company’s purpose for rewards and recognition, and
• Spells out a clear plan to guide everything you do with recognition practices and programs.

By aligning recognition to your business goals and people strategies, managers will finally have a powerful tool with recognition to assist them in achieving these goals. In this way your recognition strategy can be owned by everyone and not just by Human Resources.

In this insightful presentation Roy Saunderson, President of the Recognition Management Institute and author of GIVING the Real Recognition Way, will outline the key factors and a process tool for making a recognition strategy, the essential steps for ease of implementation of a recognition plan, and best practice ideas to adopt in your organization.

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Sc Network. Rmi & Jjmp Final Presentation (2010 03 31)

  1. 1. Getting Recognition Right Putting a Strategic and Practical Focus on Employee Recognition Practices and Programs
  2. 2. 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. 2 ©2010 Recognition Management Institute I www.RealRecognition.com
  3. 3. Getting Recognition RightKey Factors for an Effective Strategy P eople P rograms P rinciples P ractices 3 ©2010 Recognition Management Institute I www.RealRecognition.com
  4. 4. Getting Recognition Right Existing Recognition Practices & Programs Employee Frequency Impact Type of Recognition Occurrence 4 ©2009 Recognition Management Institute I www.RealRecognition.com
  5. 5. Getting Recognition RightKey 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 5 ©2010 Recognition Management Institute I www.RealRecognition.com
  6. 6. Getting Recognition RightKnow what recognition really is Tangible vs. Intangible Compensation Incentives Recognition Appreciation Rewards Awards Praise Impersonal vs. Personal 6 ©2008 Recognition Management Institute I www.RealRecognition.com
  7. 7. Getting Recognition RightKnow what recognition really is• 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 7 ©2008 Recognition Management Institute I www.RealRecognition.com
  8. 8. Getting Recognition Right High AppreciationRecognition Praise Impact Awards Recognition Incentives Rewards Compensation Low Tangible Intangible Form of Recognition 8 ©2008-2010 Recognition Management Institute I www.RealRecognition.com
  9. 9. Getting Recognition Right High Recognition Uplift AppreciationRecognition Praise Awards Impact Recognition Incentives Rewards Compensation Low Tangible Intangible Form of Recognition 9 ©2008-2010- Recognition Management Institute I www.RealRecognition.com
  10. 10. Getting Recognition Right Regular Real HighPerformance Recognition Recognition™ Low No Artificial Recognition Recognition Low High Feelings 10 ©2008 Recognition Management Institute I www.RealRecognition.com
  11. 11. Getting Recognition Right Recognition 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 11 ©2009 Recognition Management Institute I www.RealRecognition.com
  12. 12. Getting Recognition Right Recognition Events & Training Celebrations Communication Program Change Plan & Flexibility Program Measurement Management Responsibility Recognition Strategy ©2009 Recognition Management Institute I www.RealRecognition.com
  13. 13. Getting Recognition Right• 48% of organizations have a written recognition strategy• 96% are aligned with business strategy Source: 2008 WorldatWork Survey: Trends in Employee Recognition 13 ©2010 Recognition Management Institute I www.RealRecognition.com
  14. 14. Getting Recognition Right Recognition Strategy Foundation ©Recognition Management Institute 14 14 ©2009 Recognition Management Institute I www.RealRecognition.com
  15. 15. Recognition Strategy Model® PEOPLE ORGANIZATIONAL FOCUS FOCUS Intrinsic or Internal Purpose Extrinsic or External Purpose INTERNAL EXTERNAL PHILOSOPHY & PHILOSOPHY & PURPOSE PURPOSE RECOGNITION Contribution to Society People Fulfillment PHILOSOPHY (or to the Business) RECOGNITION Contribution to People Development PURPOSE Customers RECOGNITION Personal & Customer & Societal VALUES Organizational Values Values DIRECTION 15 CONTRIBUTION ©2008 Recognition Management Institute I www.RealRecognition.com
  16. 16. Getting Recognition RightEssential 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 16 ©2010 Recognition Management Institute I www.RealRecognition.com
  17. 17. Getting Recognition RightEssential steps for a Recognition Plan• 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 17 ©2010 Recognition Management Institute I www.RealRecognition.com
  18. 18. Getting Recognition RightEssential steps for a Recognition Plan Implementation Focus Point Everyday/ Informal Training / Education Recognition •Develop in class & on- •Create expectations and line learning modules guidelines for everyday and Objectives •Develop training informal recognition effectiveness metrics •Determine methods of accountability Outputs •Leaders guide and PPT •Written guidelines created created •Survey questions created •Effectiveness metrics for administering Goal •To help managers understand what recognition is, how S-T to do it the right way. 18 ©2010 Recognition Management Institute I www.RealRecognition.com
  19. 19. Getting Recognition RightEssential steps for a Recognition Plan• 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 19 ©2010 Recognition Management Institute I www.RealRecognition.com
  20. 20. Getting Recognition RightEssential steps for a Recognition Plan Strategy Plan Recognition Discovery Recognition Roadmap Policies •Focus Points •Objectives Procedures Philosophy Purpose •Outputs Programs •Overall Goals Practices •Leadership Perceptions •Accountability Plan ©2010 Recognition Management Institute 20 ©2010 Recognition Management Institute I www.RealRecognition.com
  21. 21. Getting Recognition RightBest practice ideas to adopt – with Recognition Strategy Formal Formal Informal Informal Everyday Everyday Courtesy & Respect Relationships Cargill Inc. TELUS Communications 22 ©2010 Recognition Management Institute I www.RealRecognition.com
  22. 22. Getting Recognition RightBest practice ideas to adopt – with Management Responsibility Peter Geier Chief Executive Officer, OSU Health System Bill Buckner Cargill Inc.•C-suite, Senior Vice President•Training of managers 23 ©2010 Recognition Management Institute I www.RealRecognition.com
  23. 23. Getting Recognition Right1. Get them involved in the strategy to begin with2. Find an executive sponsor who can advocate for you3. Create quarterly and annual accountability meetings4. Make friends with finance executives(!)5. Continually educate and promote recognition 24 ©2009-2010 Recognition Management Institute I www.RealRecognition.com
  24. 24. Getting Recognition RightBest practice ideas to adopt – with Program Measurement Employee Customer Increased Recognition Satisfaction Satisfaction RevenueHigher Recognition Higher Employee Improvements inProgram Satisfaction level CustomerParticipation correlated with Satisfaction scorescorrelated with greater Customer correlated withHigher Employee Satisfaction levels changes in levels ofSatisfaction revenue 25 ©2010 Recognition Management Institute I www.RealRecognition.com
  25. 25. Getting Recognition RightBest practice ideas to adopt – with Communication Plan Wells Fargo – Take 5 Campaign MGM Grand – Star of the Year 26 ©2010 Recognition Management Institute I www.RealRecognition.com
  26. 26. Human resources Recognition Johnson & Johnson Medical Product’s Journey Elvie Gee HR Director March 31, 2010
  27. 27. 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
  28. 28. Human resources Johnson & Johnson - The Credo The Four Tenets • Customers • Employees • Community • Stockholders
  29. 29. Human resources Overview of the Journey• Training: What is recognition?• Recognition statement• Building awareness• Putting into practice• Following through
  30. 30. 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.
  31. 31. Human resources Short Term Objectives Training Encore Global Program Informal / Every Day Recognition Events Develop Define Gaps Informal Everyday Awareness Ensure Participation Create Guidelines Define Define Expectations Plan eventsEffectiveness Metrics Train & Communicate Voice of Employee Drive Accountability Measure effectiveness Effectiveness Metrics Communicate and Brand-100% Operationsdivision trained Recognition Launch and Measure-Training effective Team Monkey survey Monkey(metrics Usage ratedemonstrated) Q12 survey survey
  32. 32. Human resources Short Term OutcomeManagers and employees understand:• What recognition is• How to do it right• What are their individual responsibilities associated with giving formal, informal and everyday recognition.
  33. 33. Human resources Long Term Strategy Formal Recognition Informal / Everyday Events Global Program Corporate Program Events Training Informal / Everyday Usage Strategy Maximize effectiveness On Boarding AccountabilityTracking and Measurement Calendar of events Re-training Tracking and Measurement Tracking and Measurement Metrics on corporate Q12 Engagement Survey results dashboard
  34. 34. Human resources Long Term Outcomes Create a sustainable, renewable, measurable, visible cultural commitment to Recognition throughout JJMP
  35. 35. Human resources Where we are today• “Drive it Forward” training program• Corporate dashboard presence• Company wide rollout• People initiative
  36. 36. Human resources Lessons Learned• Involvement in building Recognition Strategy – buy-in• Education: Recognition vs Rewards• Voice of the employee• Practice what you preach
  37. 37. Human resources Questions?
  38. 38. Getting Recognition Right 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 39 ©2009 Recognition Management Institute I www.RealRecognition.com
  39. 39. Getting Recognition Right Visit the Recognition Management Institute at: www.RealRecognition.com Telephone: 877-336-9601 Email: info@RealRecognition.com Blog: www.realrecognition.blogspot.com 40 ©2009 Recognition Management Institute I www.RealRecognition.com

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