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STRATEGIC RECOGNITION – THE KEY TO ENGAGEMENT. OCTOBER 15, 2013. HERB bROWN Director, Business Development 540-972-5557 | [email protected] www.mcfrecognition.com. 1. What we will cover today. THE REAL PRIZE IS ENGAGEMENT GENERATIONAL DIFFERENCES BUILDING A CULTURE OF RECOGNITION - PowerPoint PPT Presentation
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STRATEGIC RECOGNITION – THE KEY TO ENGAGEMENTOCTOBER 15, 2013
HERB BROWNDirector, Business Development540-972-5557 | [email protected]
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THE REAL PRIZE IS ENGAGEMENT
GENERATIONAL DIFFERENCES
BUILDING A CULTURE OF RECOGNITION
DEVELOPING A STRATEGY
WHAT WE WILL COVER TODAY
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THE REAL PRIZE IS ENGAGEMENT
GENERATIONAL DIFFERENCES
BUILDING A CULTURE OF RECOGNITION
DEVELOPING A STRATEGY
ENGAGED EMPLOYEES ARE CRITICAL
EMPLOYEES Deliver Better Performance
Strive to go above and beyond
Focus on personal growth and long-term goals
Feel strong emotional bonds to the company
Recommend the organization to others
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Companies with highly engaged employees grew revenues 2.5x more than others.
Hig
hly
Enga
ged
Empl
oyee
s
Oth
ers
HIGH PERFORMANCE VS. LOW PERFORMANCE ORGANIZATIONSWHEN COMPARED WITH LOW-ENGAGED WORKFORCES, HIGH-ENGAGED WORKFORCES HAVE…
12% higher customer metrics
18% higher productivity
16% higher profitability
37% lower absenteeism
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HOW ENGAGED ARE EMPLOYEES?
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HOW ENGAGED ARE EMPLOYEES?
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ACTIVELY DISENGAGEDArrive late and leave early
Miss more work days
Collect a paycheck while complaining
Focus on problems
Believe the company does not value them
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AMBIVALENT OR NOT ENGAGEDArrive on time and leave on time
Rarely if ever “go the extra mile”
Shy away from lead roles
Unlikely to volunteer for assignments
The most easily influenced by their co-workers
engagement levels
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ACTIVELY ENGAGEDCome in early and stay late
Help co-workers and other departments
Go “above and beyond”
Feel a sense of pride in their work
The creative force behind everything good that happens
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QUESTION…WHO IS RESPONSIBLE FOR EMPLOYEE ENGAGEMENT?
A. Managers
B. Employees
C. A Combination of Managers & Employees
D. Someone Else
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WHO IS RESPONSIBLE FOR ENGAGEMENT?
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THE TOP 5 ENGAGEMENT DRIVERS
1.RECOGNITION2.Career Development3.Direct Supervisor/Manager Leadership Abilities4.Freedom to Succeed and Contribute to the
Organization’s Success5.The Ability to Do What I Do Best
- Kevin Sheridan: Building a Magnetic Culture
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A. 0.5 times
B. 1.1 time
C. 5 times
D.100 times
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RECOGNITION IS THE HIGHEST ENGAGEMENT DRIVER BY HOW MUCH?
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A. 0.5 times
B. 1.1 time
C. 5 TIMES
D.100 times
RECOGNITION IS THE HIGHEST ENGAGEMENT DRIVER BY HOW MUCH?
THE BENEFITS OF RECOGNITION
“Organizations with a culture of recognition have employees who are 7x more likely to stay with the company and 11x more likely to feel completely committed to their jobs.”
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KEVIN SHERIDANBuilding a Magnetic Culture
WHEN WAS THE LAST TIME YOU RECOGNIZED SOMEONE?
“Employee engagement increases by 20% if managers recognize their employees weekly instead of monthly and increases by another 35% if managers recognize daily.”
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AON HEWITT
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THE REAL PRIZE IS ENGAGEMENT
GENERATIONAL DIFFERENCES
BUILDING A CULTURE OF RECOGNITION
DEVELOPING A STRATEGY
APPRECIATING A MULTIGENERATIONAL WORKFORCE
154,316,000 PEOPLE IN THE WORKFORCE
FOR THE FIRST TIME IN HISTORY…WE HAVE 4 GENERATIONS IN THE WORKFORCE
SOME CHARACTERISTICS
DEDICATED TEAM-ORIENTED
TECH-SAVVY
LOYAL TO: COMPANY
LOYAL TO: PROFESSION
LOYAL TO: GROUP
SELF-RELIANT
LOYAL TO: FAMILY
WHAT DEFINES THIS GENERATION?
BELIEVES IN HARD WORK & SACRIFICE
TEND TO BE OPTIMISTIC
TEND TO BE CYNICAL, PESSIMISTIC
USED TO INSTANT GRATIFICATION
UNCOMFOR-TABLE WITH CHANGE
OFTEN DEFINED BY JOB
COMFORTABLE WITH CHANGE
COMFORTABLE WITH MULTI-TASKING
RECOGNITION MESSAGES
CONNECT RECOGNITION TO THEIR PERSONAL AND CAREER GOALS. TALK ABOUT THEIR CREATIVITY AND ABILITY TO MULTI-TASK.
LET THEM KNOW THEIR EFFORTS AND EXPERTISE HAVE MADE A DIFFERENCE AND THEIR OPINIONS ARE VALUED.
SHARE HOW THEIR LOYALTY HAS HELPED BUILD A GREAT COMPANY.RECOGNIZE THEIR EXPERIENCE AND INSIGHT.
PRAISE HOW THEY CAN BE RELIED UPON TO GET THE JOB DONE ON THEIR OWN SCHEDULES.THIS GROUP WORKS TO LIVE.
GENERATION X & Y RECOGNITION
“Generations X and Y work hard and they want honest feedback and recognition.”
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KATHIE PASQUARELLA Director of Training & Education, Trinity
Health System, (Steubenville, OH)
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THE REAL PRIZE IS ENGAGEMENT
GENERATIONAL DIFFERENCES
BUILDING A CULTURE OF RECOGNITION
DEVELOPING A STRATEGY
PEOPLE & CULTURE AT SOUTHWEST AIRLINES
“…we don’t think of ourselves as a Company of planes. We are a company of People. …transporting you…is what we do. How we do it and who we are, our ‘secret sauce’ is found in our single greatest asset – our People.”
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GARY KELLYChairman, President & CEOSouthwest Airlines, Sept.2013
IMPORTANCE OF CULTURE AT STARBUCKS
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GARY SCHULTZStarbucks CEO, USA Today
article, Sept. 16, 2013
“…we’ve been able to create this environment that has great universal appeal…The ‘secret sauce’ is the culture and values of our company.”
CAN RECOGNITION HELP RESHAPE A CULTURE?
A MULTI-NATIONALORGANIZATION
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A BEST IN CLASS EXAMPLE:RADIO FLYERVISIONTo be the world’s most loved children’s brand
MISSIONTo bring smiles to kids of all ages and to create warm memories that last a lifetime
VALUES The Little Red Rule
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THE LITTLE RED RULE
Integrity in all we do
Accountability to ourselves and others
Passion for excellence
“Can Do” attitude
Fast, friendly and effective service
Having fun, spreading smiles
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A BEST IN CLASS EXAMPLE:RADIO FLYER
Their culture and recognition strategy is built around each item of their vision, mission and values
Their recognition motto…
CELEBRATE WHAT YOU WANT TO REINFORCE
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A BEST IN CLASS EXAMPLE:RADIO FLYER
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THE REAL PRIZE IS ENGAGEMENT
GENERATIONAL DIFFERENCES
BUILDING A CULTURE OF RECOGNITION
DEVELOPING A STRATEGY
TODAY’S KEY TAKE AWAY
Understand the difference between RECOGNITION and REWARD…
Recognize Efforts – Reward Results
Build a strategy to recognize efforts not just results!
1. BUILD ON YOUR VALUES
VALUES ARE AN ESSENTIAL CULTURE DRIVER
How well do you believe yours are understood and adopted?
Consider developing a separate Rewards and Recognition brand to explain your VMV
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2. ADD IN YOUR CRITICIAL BUSINESS OBJECTIVESTHESE TWO ITEMS FORM A SOLID BASE OF A STRATEGY
Connect to your values if possible
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3. EVALUATE & CONNECT WITH EXISTING RECOGNITION INITIATIVES
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CONSIDER BOTH FORMAL & INFORMAL INITIATIVES
THE IDEAL MIX:
70% formal, 30% informal
AN EVALUATION TOOL
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Recognition Resources 2013
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Recognition Resources 2013
AN EVALUATION TOOL
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Recognition Resources 2013
AN EVALUATION TOOL
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Recognition Resources 2013
AN EVALUATION TOOL
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Recognition Resources 2013
AN EVALUATION TOOL
4. CONSIDER YOUR SUCCESS MEASURESSUCCESS CAN BE DIFFERENT THAN YOU THINK
“The Campbell Soup Engineering Story”
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APPLICATION: HOW DIFFERENT DOES SUCCESS LOOK IN HR?
SUCCESS CAN BE DIFFERENT THAN YOU THINK
To a Generalist or a Recruiter
A Director or Manager in Compensation or Benefits
The HR Executive
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$
5. CONSIDER “LINE OF SIGHT” IN YOUR STRATEGYWHO IS THE BEST TO NOTICE RECOGNIZABLE EFFORTS “IN PRACTICE”?
Multi-location teams
Managers in different locations
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6. EDUCATE MANAGERS & SUPERVISORSGenerational education
Recognize rather than criticize
Share successes in managers meetings
Some get it from day-1, others don’t
Practice makes perfect!
Be a resource for ideas
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TRAIN MANAGERS HOW TO RECOGNIZE EFFORTSTHE “SITES” FORMULA (EXPRESSED IN PUNCTUATION)
S or : When You “See” Something Worthy of Recognition
I or ?Next Step “Inquire” or Ask a Question
TE or ! “Thank & Expand”
S or # “Share” as appropriate Recognition Resources 2013
HOW?
7. CONSIDER EMPLOYEE PREFERENCES
RECOGNIZE IN PRIVATE & IN PUBLIC
Ask employees what they would like to be recognized for
How they would like to be recognized
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WHAT?
8. MAKE RECOGNITION AN EVENT - NOT A FUNCTIONDESINGN & COMMUNICATE
Develop a launch or re-launch strategy
Create fun events in connection with the launch
Try something new
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KEYS TO SUCCESS & TAKE AWAYSThe key takeaway…Recognize Efforts – Reward Results
Match recognition to values & CBI’s
Design in flexibility
Be a resource – offer ideas and help
Make recognition fun for everyone!
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HERB BROWNDirector, Business Development
540-972-5557 | [email protected]