Building a Culture of Recognition in your Organization NOW! April 19, 2013

Transcription

1 Building a Culture of Recognition in your Organization NOW! April 19, 2013

2 Building Recognition into your Organizational Culture NOW! Greg Butterfield Partner, Terryberry

3 This is what we will share TODAY!!! RPI BEST PRACTICE STANDARDS Best Practice Standards were developed by RPI - Recognition Professionals International.

4 RPI Best Practice Standards! 1.Recognition Strategy 2.Management Responsibility 3.Metrics 4.Communication 5.Training 6.Events & Celebrations 7.Program Change & flexibility: Continuous Improvement Best Practice Standards were developed by RPI - Recognition Professionals International.

5 RPI #1 Recognition Strategy Alignment with Business Strategy Three Dimensional Procedures Objectives Continuous Improvement Best Practice Standards were developed by RPI - Recognition Professionals International.

6 What is Honored is Cultivated. -Plato

7 Characteristics your Organization VALUES MOST Attitudes Behaviors Contributions 1 Greg Butterfield, Senior Partner Terryberry 2006

8 Attitudes Appreciative of Others Engaged Solid Work Ethic Adaptable Team Builder Self Confident Dedicated Flexible Accountable Enthusiastic Hard Working Honest Optimistic Positive Disposition Reliable Entrepreneurial Spirit Results Oriented

9 Behaviors Risk Taker Discretionary Effort Engaged Good Communicator Quick Study Self Directed Cooperative Innovative Good Listener Friendly Takes Ownership Creative Seldom Absent Exceeds Expectations Punctual Safety Advocate Detail Oriented

10 Contributions Quality Improvement Product Enhancement Active learner Self Improvement Problem Solver Cost Savings Technical Expert Innovation Valuable Ambassador Increased Productivity Mentor Customer Service Pro New Sales Leader Service Award Recipient Flexible Staff Development

11 ABCs Adaptable Results Oriented Flexible Solid Work Ethic Positive Disposition Perseverance Optimistic Honest Appreciative of Others Entrepreneurial Spirit Accountable Self Confident Dedicated Enthusiastic Engaged Hard Working Team Builder Good Communicator Innovative Creative Risk Taker Punctual Self Directed Safety Advocate Takes Ownership Detail Oriented Friendly Cooperative Exceeds Expectations Quick Study Seldom Absent Discretionary Effort Takes on Challenges Good Listener Valuable Ambassador Active Learner Technical Expert Customer Service Pro Self Improvement New Sales Leader New Customer Leader Product Enhancement Customer Retention Problem Solver Sales Growth Cost Savings Quality Improvement Increased Productivity Innovation Mentor Staff Development

12 Anatomy of the 360 Platform!

13 Anatomy of the 360 Platform! 360 RECOGNITION

14 Anatomy of the 360 Platform! 360 RECOGNITION

15 RPI #2 Management Responsibility Senior Management: defines and documents the program policies, procedures and objectives. demonstrates his/her personal involvement & support identifies and allocates adequate resources holds managers responsible for contributing Regularly reviews the program for business impact Best Practice Standards were developed by RPI - Recognition Professionals International.

16 What Managers Report Employees Want! 10. Feeling in on things 9. Sympathetic help w/ personal problems 8. Appreciation for work done. 7. Tactful Disciplining 6. Personal Loyalty to Workers 5. Interesting Work 4. Good Working Conditions 3. Promotion & Growth 2. Job Security 1. Good Wages Foreman Facts, Labor Relations Institute of NY,

17 But when Employeess are asked 10. Tactful Disciplining 9. Good Working Conditions 8. Promotion & Growth 7. Personal Loyalty to Workers 6. Interesting Work 5. Good Wages!!! 4. Job Security 3. Sympathetic help on personal problems (9) 2. Feeling in on things (10) 1. Appreciation for WORK DONE!!* (8) *Foreman Facts, Labor Relations Institute of NY,

18 RPI #3 Program Metrics All credible programs must provide measureable, positive business impact! Best Practice Standards were developed by RPI - Recognition Professionals International.

19 Recognition = Profitability Target Employee Recognition Build Employee Engagement Improve Employee/Customer Satisfaction Increase Bottom-Line Profitability ORGANIZATIONS actively seeking to improve employee engagement, including through the use of formal and informal recognition, financially outperform their competitors.

20 RPI #4 Communication Plan Communicate your Mission, Vision and Values: Identify your audience (stakeholders, managers & participants Develop your message (branding) Determine & maximize your available communication resources Best Practice Standards were developed by RPI - Recognition Professionals International.

21 Market Your Recognition Initiative! Why the program is in place What it is meant to accomplish How employees achievements impact them Repetition, repetition, repetition

22 Market Your Recognition Initiative!

23 RPI #5 Recognition Training Give your frontline managers the skills & tools to effectively show appreciation: Needs Assessment Training, Toolbox, TTT, GiveAWOW Platform Leadership development for delivering recognition effectively and personally Linking recognition with mission, vision & values Best Practice Standards were developed by RPI - Recognition Professionals International.

24 RPI #5 Recognition Training

25 How well do you know your PEOPLE? Relationship or Results Oriented Workload Tolerance Sociability: Public or Private? Stress Tolerance Problem Solving Skills Communication Preferences Individual or Team Orientation Creativity Quotient Learning Style Motivating Factors

26 RPI #6 Events & Celebrations Pre-event Planning: Involve a manager who takes time to prepare Choose the right person to present Know exactly why and speak in specifics Comments should be upbeat & positive Most importantly, create a clear line of sight between the accomplishment & the company mission. Best Practice Standards were developed by RPI - Recognition Professionals International.

27 Connecting the Recognition DOTS! 1. Say Thank You 2. Tell the person what he/she did that got your attention! 3. What did the action mean to you as the supervisor? 4. What did the action mean to the organization? 5. How does it align with the Mission, Vision and Values

28 RPI #7 Continuous Improvement To ensure success, you must be willing to adapt and change. Change drivers include: Organizational changes (mergers, acquisitions, etc.) Managerial change Changes in operating environment (fiscal, RIF, etc.) Changes in strategic objectives Program Impact Metrics Best Practice Standards were developed by RPI - Recognition Professionals International.

29 The Value of saying THANK YOU Organizations that excel at employee recognition are 12 times more likely to generate strong business results RESEARCH found that in organizations where recognition occurs, employee engagement, productivity and customer service are about 14 percent better than in those where recognition does not occur. SOURCE Bersin & Associates Nov 7, 2012

30 Recognition = Profitability What Today s Employees want From their WORK!

31 Recognition = Profitability Belonging to an organization with solid ethics, good values & a strong sense of responsibility

32 Recognition = Profitability Understanding how they fit into the organization s success

33 Recognition = Profitability Leadership from the C-Suite that is trusted, consistent & VISIONARY

34 Recognition = Profitability The opportunity to learn, grow & develop new skills

35 Recognition = Profitability Being given respect & flexibility as a WHOLE PERSON, not just an employee

36 Recognition = Profitability Having enjoyable, relationships as part of a social workplace team

37 Recognition = Profitability Having a good working relationship with their immediate Supervisor

38 Recognition = Profitability Knowing they are valued, appreciated, acknowledged & recognized

39 Recognition = Profitability Recognition. It s a Manager s ultimate tool.

40 Recognition = Profitability competitive advantage and financial performance stem from the performance of people. Employee Lifetime Value (ELTV): Measuring the Long-Term Financial Contribution of Employees Forum for People Performance Management and Measurement

41 Questions? Greg Butterfield Terryberry