Planning Your Recognition Program, Chapter 4

Planning Your Recognition Program, Chapter 4

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  DESIGNING AND IMPLEMENTING A SUCCESSFUL RECOGNITION PROGRAM PLANNING YOUR RECOGNITION PROGRAM
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  PLANNING YOUR RECOGNITIONPROGRAM GOALS, ROLES, AND STRATEGIES Aligning your recognition program with the company vision, mission, values, and operating philosophy will help you make your case. Measuring key performance and employee satisfaction indicators will give you evidence of its results. Carefully designing, communicating, training, implementing, tracking, and tweaking your program will raise the participation level and quality of your program. Careful thought and planning will ensure your program is memorable and spectacular. Even more important, plan when you will take each step and how long each step will take to complete, so your program doesn’t lose impact and support. If you are the program’s initiator, plan your presentation to upper management carefully. Know your audience. This flow chart will help you plan the process. © 2014 by Baudville, Inc. All Rights Reserved. www.baudville.com BAUDVILLE PLANNING YOUR RECOGNITION PROGRAM PAGE 1 DETERMINE THE STRATEGIC LINK MEASURE ASK DESIGN COMMUNICATE/INVITE TRAIN IMPLEMENT TRACK/MEASURE TWEAK
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  DETERMINING THE STRATEGICLINK © 2014 by Baudville, Inc. All Rights Reserved. www.baudville.com BAUDVILLE PLANNING YOUR RECOGNITION PROGRAM PAGE 2 WHO CONTENT FORMAT WHEN Initiator(s) Initiator(s) Upper Management, Design Team Upper Management, Design Team Initiator(s), Upper Management, Design Team Per Company Budgeting Process Design Team Why are we setting up a recognition program? What do we want to accomplish? How does it support our company mission, vision, values and guiding principles? Create a recognition progam mission statement. How are we going to measure the program’s impact? What are the indicators? Turnover? Absenteeism? Customer Satisfaction? Employee Satisfaction? Quality? Safety? How much money will be budgeted for the program? Who will be the upper management program champion? Who will play which roles in the project? Written Written Facilitated group discussion; written Facilitated group discussion; written Facilitated group discussion; written Facilitated group discussion; written Week 1 Week 2 Week 2 Week 2 Week 3 Week 3 Week 3 This approach has many benefits. When your recognition program is strategically linked to company goals, it can show the entire organization the connection between the goal and the actions of each individual. In other words, this approach makes it easier for each individual to see how he or she can contribute to the goal. This approach also gives clarity to you: the program champion. You, and the others working with you, will gain confidence and direction as you communicate and move through each design and implementation phase. The time you invest now will be paid back many times over. This approach also increases the program’s value for top management, so you’ll gain the support you need for success.
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  © 2014 byBaudville, Inc. All Rights Reserved. www.baudville.com An automobile manufacturer made the strategic link. They recognized and praised staff behaviors that helped the company achieve its mission. Each quarter, people nominated people they worked with (up, down, and across) for excellent work in any one of several categories. The supervisor and manager signed the nomination. The nominees received an award certificate at an awards ceremony attended by supervisors, managers, and senior management; the plant supervisor gave out the awards. Freedom Village in Bradenton, Florida, links their recognition program to recruitment and retention. They have set up programs that make Freedom Village a desirable place to work. The unemployment rate is very low in their area, so recruiting and retaining employees is a high priority. Another company uses recognition to reinforce the behaviors that exemplify employee empowerment—taking care of the customer without going through layers of staff. This links to the company vision of “uncompromised customer service.” Recognizing people who go out of their way to solve problems for the customer encourages them to repeat the positive behavior. Jean Hand at Super Vision International, a manufacturer of fiber optics in Orlando, Florida, says, “What we’re trying to accomplish is taking care of the customer and we realize to do that we have to take care of the employees as well. That’s the first step. If your employees aren’t happy, your customers won’t be either.” In this way, they have linked recognition with their strategy. BAUDVILLE PLANNING YOUR RECOGNITION PROGRAM PAGE 3 RECOGNITION PROGRAM MISSION STATEMENT Writing mission statements may not be your forte, so here are some samples: Kathe Farris, Recognition Professional at BankBoston, shares this recognition statement: “We reinforce the behaviors that directly attribute to our corporate values of initiative, integrity, diversity, and teamwork.” Liz Milo described the mission of AT&T’s P.R.I.S.M. (Partner Respect Innovation Service and Merit) Team as: “To fully support the achievement of our Vision, Mission, and Values statements through providing the tools for positive reinforcement among our Partners.” “THE BEST REWARDS AND RECOGNITION PROGRAMS ARE LINKED TO GOALS THAT ARE, IN TURN, LINKED TO BETTER BUSINESS.” - GILLIAN FLYNN WORKFORCE, JULY ‘98
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  © 2014 byBaudville, Inc. All Rights Reserved. www.baudville.com Fred Hibben, Sears Manager of Associate Recognition, says: “The objective at Sears is to recognize associates, creating a win-win scenario. The associate (employee), feeling appreciated, is happier in his/her day-to-day activities, which translates into superior performance and customer service; a win for the associate and for the company.” Debbie Patrick, formerly of AT & T Universal Card, had her own recognition mission statement: “To seize every opportunity to recognize the efforts and accomplishments of others.” DETERMINING YOUR STRATEGIC LINK Why are we setting up a recognition program? Example: To reinforce the use of our new values. What do we want to accomplish? Example: People “live” the values as seen in their day to day behavior. How does it support our company mission, vision, values, and guiding principles? Example: Our company vision is to provide exemplary customer service. Our values exemplify behaviors that support that. Using this data, create a recognition program mission statement. Example: To quickly seize every opportunity to recognize a person who is “living” one or more of our values. BAUDVILLE PLANNING YOUR RECOGNITION PROGRAM PAGE 4
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  © 2014 byBaudville, Inc. All Rights Reserved. www.baudville.com How are we going to measure impact of program? What are your indicators? Example: Customer satisfaction, customer retention. How much money will be budgeted for the program? Example: $15.00 per person for materials (not labor). Who from upper management will champion the program? Example: The President of the organization. Who will play which roles in the project? Example: Human Resource Manager will lead and oversee the program. Managers and Team Leaders will communicate concepts and information while recognizing people for their positive behaviors. Client Relations will design and distribute the customer satisfaction survey. Accounting will compute and produce reports and graphs for the customer satisfaction and customer retention surveys. BAUDVILLE PLANNING YOUR RECOGNITION PROGRAM PAGE 5
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  MEASURE © 2014by Baudville, Inc. All Rights Reserved. www.baudville.com BAUDVILLE PLANNING YOUR RECOGNITION PROGRAM PAGE 6 WHO CONTENT FORMAT WHEN Design Team Determine who will be gathering and reporting measurements decided upon in stage 1. Design an employee survey for baseline recognition satisfaction feedback. Create a baseline of other indicators. Administer employee recognition survey. Create a report of baseline data on employee recognition satisfaction. Determine “Who” and “Format” based on the scope of your individual recognition initiative. Week 3 Week 3 Week 4 Week 5 Week 6 Your pre-implementation baseline will prove critical later when you compare it with post-implementation numbers. If you’re tempted to save this step for later— don’t. Make your choices, get commitments from the people who will collect the data and those who will present it in an easily readable format. Follow up with these people on a regularly scheduled basis to be sure you’re collecting the figures that correctly measure your results. Appropriate measurements could include absenteeism, turnover, customer satisfaction, customer retention, profit, employee satisfaction, or quality. Kathe Farris revealed, “for the first time, in 1995, BankBoston conducted an employee satisfaction survey that was the reason for starting an employee recognition program.”
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  © 2014 byBaudville, Inc. All Rights Reserved. www.baudville.com STAND ALONE SURVEY STATEMENTS FOR YOUR LARGER CLIMATE BASLINE EMPLOYEE SATISFACTION SURVEY. I receive timely and meaningful recognition when I exceed expectations or go above and beyond in my work (use past six months as benchmark reference). I receive frequent feedback about how I am doing in my job. I feel appreciated for the work I do. I am satisfied with the amount of recognition I receive for my efforts. I receive recognition for my efforts at work from the person I report to. I receive recognition for my efforts at work from co-workers. I give recognition for his/her efforts to the person I report to. I give recognition to my co-workers for their efforts. I tend to perform better when I understand how my work contributes to the company and feel that my efforts are appreciated. BAUDVILLE PLANNING YOUR RECOGNITION PROGRAM PAGE 7 Liz Milo says, “This (recognition measurement) became a short two to three question section on our division’s climate survey. Using that tool, we were able to create statistically valid links between the use of recognition and overall satisfaction of employees, which reduces costly employee turnover. With that data, we were also able to tie employee satisfaction with overall satisfaction of clients. Results from a 1993 employee survey led to the allocation of people and resources to address gaps in employee satisfaction and respect issues. Once the programs were designed and deployed, recognition-specific questions were added to the annual climate survey to determine program strengths and opportunities for improvement. Linking all the data together from both internal and client surveys helped forge a statistical link between use of the program and employee satisfaction, and between employee satisfaction and client satisfaction/retention.”