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Transcript of Building a WOW! Recognition Culture Bill Bergstrom National Recognition Manager Terryberry Company ...
Building a WOW! Recognition Culture
Bill Bergstrom National Recognition Manager
Terryberry Company
www.terryberry.com800.253.0882
1. Employees Needs
2. Recognition Opportunities
Building a Successful WOW! Recognition Culture
3. Recognition Results
4. Recognition Responsibilities
1. Understanding Employees Needs
“Yeah I called her up, she gave me
a bunch of crap about me not
listening to her, or something, I
don't know, I wasn't really paying
attention.”Jeff Daniels
Dumb and Dumber
A.H. Maslow, ‘Learning and Human Abilities.’
Self Actualization NeedsAdvancement opportunities
Esteem NeedsRecognition/Appreciation
Belongingness NeedsWork culture
Safety NeedsHealth insurance, job security
Physiological NeedsFood, clothing, shelter (paycheck)
Maslow’s Theory In the Workplace
4 Predicators of Overall Job Satisfaction
1HealthStream Research 2008
•Morale•Extent to which I enjoy the work itself
•Service Quality•Do I have pride in my workplace?
•Sense of Belonging•Value of my work and ideas and input
•Employee Recognition•Is the system fair in recognition and job promotion?
4 Predicators of Overall Job Satisfaction
(Many Years Ago)
1Herzberg, 1968 & Baird, 1976 & Korman 1970
•Responsibility•Performing well at an interesting & stimulating job
•Self Esteem•Engaging in behaviors consistent with self-image
•Advancement•Value of my work and ideas and input
•Achievement & Recognition•Addressing individual needs & personal growth
90% of businesses indicate they recognize their employees.
Only 40 % of employees feel adequately recognized by their supervisor.
65% of employees say they received no recognition in the last year.
Realities of Today’s Recognition Practices
1World At Work, Towers Perin & Gallup
“People often say that motivation doesn’t last. Well, neither does
bathing- that’s why we recommend it daily.”
Zig Ziglar
2. Recognition Opportunities
Recognition is a 3-Legged Stool
Structured Recognition
Formal Recognition
Significant Awards for Significant Achievements
Objective Criteria
Service Recognition Supports a WOW! Recognition Culture
0
2 0
4 0
6 0
8 0
Employee Performance
MGR’s Attention
# of Employees
Casual Structure
Informal Recognition
Often Supervisor and/or Department Driven
Defined Criteria
Most Commonly Used Award Programs:
“Trends and Best Practices in Employee Recognition”, RPI 2006
Service Award Programs:Service Award Programs: 90%90%Performance:Performance: 87%**87%**Retirement:Retirement: 51%51%Sales:Sales: 51%51%Suggestion:Suggestion: 41%**41%**Employee of the Mo/Qtr/Yr:Employee of the Mo/Qtr/Yr: 39%39%Safety:Safety: 33%**33%**Attendance:Attendance: 22%**22%**
Casual Structure
Day-to-Day Recognition
Peer-2-Peer & Manager-2-Peer Driven
Combine Subjective & Objective Criteria
Monthly Weekly Daily
Recognition Drives Engagement:
ENGAGEMENT LEVEL
20% increase
35% increase
Daily Telegraph, March 22, 2008, Ford. (citing findings of David Brown, Director of Hewitt Associates)
FREQUENCY
4. Recognition Results
“The Seven Standards are nothing more than idealistic
quotes on walls until employees live them out each day on the
job…”
Karen Mathews
WellStar Health System
Discovering your ABCs is keyRecognition Underscores the:
»Attitudes
»Behaviors and
»ContributionsYour organization values most
.
“A Watson Wyatt Reward Plan Survey of 614 employers with 3.5 million employees showed that the average turnover rate of employers with a clear reward strategy is 13% lower than that of organizations without one.”1
1. Nolan, Paul. (2007, March/April) The Accelerator: Workplace recognition can bridge the gap between where your team is now and where it can be. SalesForce 17-22
Op
era
tin
g M
arg
in
Worst 2nd 3rd Best
1.0%
4.1%
6.6%
Employees’ Rating
2.4%
“Hard Evidence”, Incentive Magazine, August 2005 p.10
Link Between Employee Satisfaction & Profitability
Set Expectations & Criteria
Don’t: set criteria that conflict with other corporate objectives
•Simple •Quantifiable•Challenging•Attainable
Awards should…
Have Trophy Value
Exclusivity – “Buzz” Factor
Longevity
Differentiation
Timely
Aligned
Specific
Positive & Personal
Make A Meaningful Presentation
4. Recognition Responsibilities
“HR is important in good times. It defines a company in bad times.”
“…get out of the picnic, birthday card, and insurance forms
business.”Jack Welch
2009 National SHRM Conference
A research study conducted by The American Management Association identified eight different areas of job satisfaction most often linked to employee motivation.
Employee Ranking Supervisor Ranking
1 72 33 14 55 46 87 68 2
Areas of Job Satisfaction
Credit for the work they do; RecognitionInterest in workFair pay with salary increaseUnderstanding and appreciationPromotion on meritsCounseling on personal problemsPhysical working conditionsJob security
Likely to look for a new job 54%
Gen Y 71%
Post-Recession Plans
Source: Adecco, June 2009
Influence Recognition
• Leadership– Culture starts @ Top
• Management– Make it personal– Relationship with manager is #1 predicator of job
satisfaction• Marketing
– 11.3
HR’s Influence on Recognition
• Hire
• Train
• Accountability
• Keep Things Fresh
• Recognize
“Your job is to raise the quality of the team.”
Jack Welch
2009 National SHRM Conference
1. Employees Needs
2. Recognition Opportunities
Building a Successful WOW! Recognition Culture
3. Recognition Results
4. Recognition Responsibilities
Available at Amazon.com or www.RecognitionUniversity.com
What’s inside:
Real-life recognition stories from top businesses
Training tool for your management teams
Ideas to differentiate your organization’s recognition program