We help companies appreciate people who do Great Work because celebrating great work inspires people to invent, to create, to discover and when

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2 We help companies appreciate people who do Great Work because celebrating great work inspires people to invent, to create, to discover and when people are inspired, companies grow.

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6 recognition accelerates results

7 First Edition HealthStream Research 10 years, 220,000 people Second Edition Towers Watson 2008 Global Study

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9 it s about people

10 why recognition?

11 The way to get the best that a person has to offer is through encouragement and recognition. - Charles Schwab

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13 recognition accelerates employee satisfaction

14 Internal Influences

15 The Work Experience acknowledgement and recognition balance of work/life culture development environment

16 recognition accelerates employee engagement

17 In 2010, organizations with engagement levels of 65% or greater outperformed the total stock market index and posted total shareholder returns 22% higher than average. On the other hand, companies with engagement of 45% or less had a total shareholder return that was 28% lower than the average return."

18 recognition opportunity & wellbeing communication trust engagement alignment pride

19 recognition opportunity & wellbeing communication trust engagement alignment pride

20 I m truly struck that appreciation is the top driver of Opportunity and Well-Being. This study certainly has shed new light on the topic of engagement and should encourage managers to enhance the feeling of appreciation in employees. Patrick Kulesa, Towers Watson

21 recognition opportunity & wellbeing communication trust engagement alignment pride

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23 68% of customers who leave your company are turned away by the indifferent attitude of a single employee

24 impact of engagement

25 engagement results Communication Goal Setting Pride

26 manager execution

27 Management is the most noble of professions if it s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of the team. -- Clayton Christensen

28 What s important to your employees? Manager Good wages Job security Growth opportunity Good working conditions Interesting work Personal loyalty to workers Tactful disciplining Full appreciation for work done Sympathetic to personal issues Feeling in on things Employee Job security Good wages Source: Ken Blanchard

29 What s important to your employees? Manager Good wages Job security Growth opportunity Good working conditions Interesting work Personal loyalty to workers Tactful disciplining Full appreciation for work done Sympathetic to personal issues Feeling in on things Employee Full appreciation for work done Feeling in on things Sympathetic to personal issues Job security Good wages Interesting work Growth opportunity Personal loyalty to workers Good working conditions Tactful disciplining Source: Ken Blanchard

30 We find that most organizations have in place recognition programs or other mechanisms that managers can use to show appreciation for high performance. The failure results not from a lack of recognition methods, but from the lack of execution of the manager. Execution is the missing link between aspiration and result. Larry Bossidy

31 the process Establish role of recognition in driving business results Teach managers how to use recognition effectively Reinforce which behaviors to recognize & then provide tools

32 how to recognize

33 Sincere 56

34 How frequently does this occur? Every 76 years 57

35 How Frequent?

36 Sincere 61

37 Creative Recognition Ideas Peer to Peer Shout Out in Staff Meetings Inform an employee s Manager of their great work Cup of Coffee/Tea or Lunch Highlight in Company Newsletter/ Intranet Thank you card Close Parking Spot Recognition Board in the Break Room Do employee s least favorite task Presentation to Upper Management Career Development Plan Family thank you

38 Sincere 64

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40 iappreciate mobile apps

41 The results

42 Before this study recognition was considered by some to be an emotional afterthought, while those who believed that effective recognition would drive results had no hard data to prove it. This study took recognition results from myth to reality from the soft side of business to a proven business essential. - Karen Endresen, Ph.D.,

43 Core Values 1. Always place our clients interests first 2. Conduct ourselves with integrity and treat others with respect 3. Work in partnership with our clients and each other 4. Maintain a high-quality environment that attracts, retains and develops the best people 5. Contribute our talents and resources to serve the communities in which we live and work

44 carpe diem!