Speaker : ms Sagorika Kantharia, Head HR, Radio City

1. Aligning Rewards & Recognition with
Organisation Strategy

2. *Session’s Context

3. *Question 1:

4. *

5. *Question 2:

6. *
• National Recognition Survey
• Companies hope to achieve a
number of results through their
recognition programs, but
creating a positive work
environment was the top reason
cited in this survey (80%).
World
at Work

7. *

8. *
A 2005 Watson Wyatt Worldwide study has
found that companies with an effective
recognition program realized a median return
to shareholders that is nearly double that of
companies without such programs

9. *
A study conducted by the Society for Incentive
and Travel Executives has found that properly
constructed rewards and incentive programs can
boost employee performance by up to 44%

10. *
Another study has estimated that employees
who are extremely negative or actively
disengaged cost the U.S. economy between
$250 and $300 billion every year.
Rath and Clifton have found that 9 out of 10
people report being more productive when
they are around positive people, who are more
inclined to appreciate and recognize.

11. *
• It positively reinforce and sustain desirable actions
and behaviours among employees
• It helps to retain best talent that the organization
requires for its growth and continued success
• It helps the organizationto attract best talent from
the talent market

12. *
Generations Year
Baby Boomers 1946-1964
Gen Xers 1965-1976
Gen Yers 1977-1994

13. *
Baby Boomers
Work Centric
Hardworking
Motivation by position and prestige
Relish long-work hours and week & define
themselves by professional accomplishments
Sacrificed a great deal for their careers
Confident, independent and self-reliant
Goal oriented
Competitivesince they equate work & position with
self-worth

14. *
GenX GenY
Only 11% have lifetime careers Have a sense of entitlement
Want responsibility, opportunity, and professional
development and will move on if not provided
Don’t want to climb the ladder and pay their
dues
Change careersmore often than previous
generations
Are the best educatedgeneration ever
Self-managed and aggressive in creating own career
path—constantly gaining many new skills and
experiencesto add value to themselves
Value institutionalized learning, i.e.,
professional certifications, credentials,
degrees
Have experienced limited mobility and career
advancement due to Boomers’ prominence in the
workplace
May explore many careerpaths before
settling down; shifting from one profession to
the other
Approacha careerlattice, moving laterally rather
than climbing up the ladder
Want meaningful roles and meaningful
work that helps others
Growing percentagebecoming entrepreneurs
Want to learn, succeed, and earn money to
fuel high level of consumption habits
Seek opportunities to become independent value
adders—reinventing themselves and their roles in
the organisation
Want to succeed immediately and if they
don’t see quick rewards or will change jobs
Many see themselves as independent
contractors–don’t expectto remain loyal to
one company

15. *
• Instant Gratification
• Participation at all levels
• Emotional Connect
• Shareholder value

16. *

17. *
Revenue achievement of the organisation has
improved over the last 5 years by 40%.
Year TotalStars
Receivedby
Employees
AverageHC
2009-10 244* 354
2010-11 800 370
2011-12 804 391
2012-13 1083 390
2013-2014 1090 390
Objective: Instant recognition to
employees who have been able to achieve
their target for that month or gone out of
their way to meet the department goals.
Star of the Month

18. *
Criteria Weightage
MeasureOf
Achievement
Eligibility
Station
Rankingin
IRS
60%
Rank 1 120%
Rank 2 75%
Recall in
internalstudy
40%
Increase in Recall 100%
Same Recall 50%
Decrease in Recall 0%
Programming nos. and station ranking has
improved significantly over the last 4 years and
RC has maintained leadership position of No. 1
in key market as per RAM and IRS report.
Jan
Feb
Mar
Apr VPP
May Part 1
Jun
Jul
Aug Part 2
Sep
Oct
Nov Part 3
Dec
* There will be no pay-out if Ranking drops by more than one place
Payment Calendar
25%
25%
50%
Q4Q1Q2Q3

19. *

20. *
Objective:
To encourage interdependencies and
collaboration between function to
provide excellent customer service to
client

21. *
Objective:
To encourage and drive the teams to
work towards organisation goal of
Revenue at maximum ER and property
selling and highest recall of Radio
City Brand

22. *
Individual Awards
• Sher of the Month
• Star of the month
• Superstar Awards
• CEO Award
• Rainmaker Award
• City ka Sitara - Annual Awards
• Jaldi 5
• Lunch with the CEO
• Kick Start Wednesday
• Stories of Excellence
• Cheers to Peers
• Hi Fivers
• Achiever's Award
Team Awards
• Most Engaged Station of the
year
• City ka Sitara Best Station
• Ring Aloud
• Mentor Mentee
• CFT Achiever's Project
• Partner's in Pride

23. *

24. *

25. *

26. *
Statementfrom
GPTWsurvey
2010-11 2011-12 2012-13 2013-14
I feel I make a
difference here.
80 85 88 88
My work has special
meaning: this is not 'just
a job'.
79 85 87 87
When one joins the organization, they
are made to feel comfortable& part of
this family. This is a friendly, fun & safe
place to work. Management genuinely
seeks and responds to suggestions and
ideas. Everybody, even consultants are
treatedequally. Hard & sincere work is
given special recognition.

27. *
A 2008 Salary.com Employee Satisfaction
& Retention Survey found that17 percent
of employees leave a job due to insufficient
recognition.

28. *
Hygiene
Factors
Progression
Reward
Participation
Recognition
FREQUENCY OF DELIVERY
SUPERVISOR’SDEGREEOFCONTROL
Figure: The P-R-R-P Factorsof Motivation
Moneyis not a motivator.However,its
inadequacyis definitelya de-motivator.
Employee Turnover doesnot happen for
money.Turnover happens due to a shortfall in
the P-R-R-Pfactors. However,when people
go, theygo to the highestavailable bidder.

29. *