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Recognition Recharged
Case Ready – Toronto MeetingFebruary 26, 2005
Today’s AgendaWelcome, Introductions & Outcomes
Peter Tureski
Setting the Stage: Why Recognition?Recognition at CargillBest PracticesRecognition at Case Ready, TorontoPrioritization & Action PlanningWrap Up
Outcome of Today’s SessionCase Ready team:
Increases overall awareness and gains a shared understanding about RecognitionEmbraces and is energized by RecognitionDemonstrates common courtesies and day-to-day recognitionDetermines priorities and actions for enhancing our culture of Recognition
CMS Values and Beliefs: Everyone Matters, we will respect individual differences
EVERY EMPLOYEE, IN EVERY JOB, MATTERS
We are valued, respected and have the opportunity to succeed
We share a commitment to hard work, accountability and results
EVERY EMPLOYEE, IN EVERY JOB, MAKES A DIFFERENCE, EVERY DAY
An environment where An environment where ““Everyone Everyone MattersMatters”” benefits everyone, benefits everyone, but is also everyone's responsibilitybut is also everyone's responsibility……
A Recent Example Close to HomeShow video clip
Formula for Toronto’s Success
Doing Core Processes Well X Creating Customer Solutions
X Engaging People
CMS People Strategy is…
Safety
Benefits
Recognition
Compensation
ValuingDifferences
Training &Development
EngagementCoaching(PMP)
Recruiting
Why Recognition?Pre-work assignment – share your stories at your table – the good, the bad, and the ugly!Share an example of when you recently recognized someone…the good, the bad, and the ugly!
An Example…From The 24 Carrot Manager by Adrian Gostick and Chester EltonLessons learned:
We must always assume “Everyone’s having a hard day.”We cannot afford to do any less.If we received recognition, we are more likely to share it.
Global Shared Mindset“To jointly own a thought, intention or
purpose and cause it to be.”
Key points:Common understanding ANDWorking together to make it happen
Defining Recognition at CargillAcknowledging people in a way that is both meaningful and motivational
A blend of key components:• Acknowledgement• Meaningful• Motivational
Defining Recognition: Blend of Components
AcknowledgingRecognize
MeaningfulPlan
MotivationalAct
Tragic Moments in RecognitionBrave New Workshop comedy troupe helped us identify the value - and the potential pitfalls – of RecognitionIt’s not always what you do, but howyou do it!
Business Case for Recognition
1 Hewitt Associates Global Employee Engagement database, 20042 Accountemps survey of VPHRs/CFOs, 20043 Vault.com, 20034 Conference Board, 20035 Fortune, January 24, 2004
40% of employees say lack of recognition was one of main
reasons forleaving job3
Top 2 means of motivating employees2
Frequent recognition of accomplishmentsRegular communications with staff
1/3 of employees say recognition is as important
to them as pay4100% of Fortune’s “Best
Companies to Work for in America” Study have extensive recognition
programs5
Top 3 drivers ofemployee engagement1
Career opportunitiesRecognitionSenior leadership
What Fortune’s 100 Best Companies Recognize1
1Fortune, January 24, 2004
95%90% 88% 87%
82%80%
20%
40%
60%
80%
100%
Per
cent
of C
ompa
nies
Outstandingindividual/teamperformance
Anniversaries/Service Project completion Goal achievement Meeting/exceedingfinancial target
Patents/innovativeideas
Cultural Implications with RecognitionImportant to consider nuances with country/regional cultureOne consideration—Do employees want to be recognized individually or as part of a group?1
Individual Based Cultures Group Based Cultures
UK
Switzerland
Korea
France Germany Japan India China Brazil EgyptUSA
Canada
Australia
Thailand
PanamaTurkey
1 Geert Hofstede, Culture’s Consequences Across Nations, 2003
Signs of a Recognition Culture1
Senior management leads by exampleEmphasis on informal recognition (including common courtesies, respect and day-to-day)Peer-to-peer feedback occurs on regular basis Managers trained on recognition “best practices”Managers/employees held accountable for how well they recognize othersTop performers known widely throughout organization
1Hewitt Associates Global Employee Engagement database, 2004
What We’ve Learned: Recognition Is More Than “Nice to Do”
Connecting the Head and Heart
Recognition/Engagement Link at Cargill
Top Five Drivers of Engagement1
1. Recognition
2. Advancement opportunity
3. Communication
4. Total compensation
5. Development/growth opportunity
Satisfaction with Recognition
61%
42%
42%
24%
26%
25%
BestEmployers
2003 CargillOverall
2002 CargillOverall
Positive/Completely Positive
Slightly Positive
1
1
2
1 Cargill Global Engagement, 2003 Overall Results2 Hewitt’s Global Employee Engagement database, 2004
C.A.N’s Engagement Success
Top 2 EngagementDrivers at C.A.N.1. Career opportunities2. Employee recognition
Tangible ResultsLower voluntary turnoverLower average shrinkHigher average mill efficiencyHigher average world class plant scoreEmployees exhibiting safe behaviorsHigher average district ROGI results
Assessment Individually, complete the “Recognition Environment Assessment”Discuss at your table and reach consensus regarding where you fall on the continuumVote: Place a dot representing your table’s assessment on the chart
Types of Recognition
Common Courtesy & Respect
Day-to-Day
Informal
Formal
Our focus is on these two types of Recognition
Exercise: Case Study Read the case studyRefer to the Recognition Environment Continuum that your group reached consensus onChoose a spokesperson, scribe, and timekeeperBrainstorm responses to the questionsRemember, it’s about creating a culture of recognition – recharging our efforts
Now, develop your ideas into a planUse the worksheet to record your action planFill out as much detail as you canExplain how your idea would be executed so others can understand when they read your worksheetNumber your plans in the order of impact, with #1 being the highestEach worksheet will be given to the Recognition Committee for further review
Describe your #1 action plan
Individual Actions Make a Difference
I will…
Wrap up