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Roy Saunderson Recognition Management Inst.


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Author: Roy Saunderson, Elvie Gee
Roy Saunderson, consultant and President of the Recognition Management Institute and Elvie Gee, HR Director for J&J\'s Medical Products division, made what we all consider a fairly mundane topic into a very interesting discussion that went way beyond traditional \'recognition programs\' as we have come to think of them. They presented insights into how to get recognition to actually have serious impact on organizations.

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Roy Saunderson Recognition Management Inst.

  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
  3. 3. Getting Recognition Right Key Factors for an Effective Strategy P eople P rograms P rinciples P ractices 3 ©2010 Recognition Management Institute I
  4. 4. Getting Recognition Right Existing Recognition Practices & Programs Employee Frequency Impact Type of Recognition Occurrence 4 ©2009 Recognition Management Institute I
  5. 5. Getting Recognition Right Key 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
  6. 6. Getting Recognition Right Know what recognition really is Tangible vs. Intangible Compensation Incentives Recognition Appreciation Rewards Awards Praise Impersonal vs. Personal 6 ©2008 Recognition Management Institute I
  7. 7. Getting Recognition Right Know 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
  8. 8. Getting Recognition Right High Appreciation Recognition Praise Impact Awards Recognition Incentives Rewards Compensation Low Tangible Intangible Form of Recognition 8 ©2008-2010 Recognition Management Institute I
  9. 9. Getting Recognition Right High Recognition Uplift Appreciation Recognition Praise Awards Impact Recognition Incentives Rewards Compensation Low Tangible Intangible Form of Recognition 9 ©2008-2010- Recognition Management Institute I
  10. 10. Getting Recognition Right Regular Real High Performance Recognition Recognition™ Low No Artificial Recognition Recognition Low High Feelings 10 ©2008 Recognition Management Institute I
  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: 11 ©2009 Recognition Management Institute I
  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
  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
  14. 14. Getting Recognition Right Recognition Strategy Foundation ©Recognition Management Institute 14 14 ©2009 Recognition Management Institute I
  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
  16. 16. Getting Recognition Right Essential 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
  17. 17. Getting Recognition Right Essential 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
  18. 18. Getting Recognition Right Essential 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
  19. 19. Getting Recognition Right Essential 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
  20. 20. Getting Recognition Right Essential 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
  21. 21. Getting Recognition Right Best 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
  22. 22. Getting Recognition Right Best 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
  23. 23. Getting Recognition Right 1. Get them involved in the strategy to begin with 2. Find an executive sponsor who can advocate for you 3. Create quarterly and annual accountability meetings 4. Make friends with finance executives(!) 5. Continually educate and promote recognition 24 ©2009-2010 Recognition Management Institute I
  24. 24. Getting Recognition Right Best practice ideas to adopt – with Program Measurement Employee Customer Increased Recognition Satisfaction Satisfaction Revenue Higher Recognition Higher Employee Improvements in Program Satisfaction level Customer Participation correlated with Satisfaction scores correlated with greater Customer correlated with Higher Employee Satisfaction levels changes in levels of Satisfaction revenue 25 ©2010 Recognition Management Institute I
  25. 25. Getting Recognition Right Best practice ideas to adopt – with Communication Plan Wells Fargo – Take 5 Campaign MGM Grand – Star of the Year 26 ©2010 Recognition Management Institute I
  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 events Effectiveness Metrics Train & Communicate Voice of Employee Drive Accountability Measure effectiveness Effectiveness Metrics Communicate and Brand -100% Operations division trained Recognition Launch and Measure -Training effective Team Monkey survey Monkey (metrics Usage rate demonstrated) Q12 survey survey
  32. 32. Human resources Short Term Outcome Managers 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 Accountability Tracking 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
  39. 39. Getting Recognition Right Visit the Recognition Management Institute at: Telephone: 877-336-9601 Email: Blog: 40 ©2009 Recognition Management Institute I