Employee recognition in the workplace

Transcription

1 Employee recognition in the workplace International practices and differences across cultures VPHR Christophe LAVAL, CRP San Antonio, May 2nd 2011

2 Agenda 1 Introduction 2 Varying perceptions and obstacles depending on different countries 3 Local cultural differences in practicing recognition 4 Impact of Corporate Culture 5 Local practices can be strongly influenced by Corporate Culture 6 5 key success factors 2

3 1 INTRODUCTION 3

4 Over 25 years of professional opportunities for observing and evaluating local and corporate cultures

5 is universal " Two established facts: A joint lever for employee well being and corporate sustainable performance which is unfortunately not yet a priority for a majority of organizations " From 2005 to 2011, several surveys pointed out the great significance of employee recognition in : France Quebec and English Canada USA 5

6 Verbatim " «Why should I recognize my employees as I am never recognized myself? (Quebec) " is manipulation (France) " Carrot and stick, it is over as a management style (USA) " My boss doesn t believe in, so it is a waste of my time to recognize people (Quebec) ", it works in the USA with the Employee of the Month but it cannot work in France (France) " If I recognize my people, I will be weakened as a supervisor (France) " I am asked more and more reporting, so I don t have time (English Canada) 6

7 How recognition could be impacted by location or corporate culture? " Main purposes of VPHR surveys running in North America and France : Analyze the various practices Evaluate the degree of difficulty involved in expressing recognition Assess why local culture differences could impact practices Analyze if local practices could be impacted by corporate culture 7

8 Overview " When? Between April 27 th and June 12 th, 2010 " How many? 684 responses 445 questionnaires fully completed " Tool Online survey " Respondents breakdown <1000 employees : 57% >1000 employees : 43% General Management : 8% HR & Training : 78% Others : 14% 8

9 Questionnaire structure (36 questions) " as part of business strategy and HR policy " as part of management " Corporate culture " policy benefits " Measurement " types and practices " Obstacles to recognition 9

10 2 VARYING PERCEPTIONS AND OBSTACLES DEPENDING ON DIFFERENT COUNTRIES 10

11 Perceptions 11

12 Strategy 12

13 HR Policies The importance of recognition within my organization is sufficient (agree or strongly agree) USA & English Canada 54% Quebec 34% France 14% Directives and/or recognition policy are well defined within my organization (agree or strongly agree) USA & English Canada 58% Quebec 34% France 14% 13

14 Management Senior Management supports the recognition programs and are personally involved in these programs (agree or strongly agree) USA & English Canada 59% Quebec 47% France 30% Specific resources are dedicated to recognition programs (agree or strongly agree) USA & English Canada 70% Quebec 45% France 33% 14

15 Management (2) is part of management reviews and objectives (agree or strongly agree) USA & English Canada 43% Quebec 36% France 33% My organization offers training to managers regarding recognition at work (agree or strongly agree) USA & English Canada 43% Quebec 27% France 22% 15

16 To sum up " Still a long way to go! " If, from time to time, the strategic plan contains orientations related to employee recognition, it rarely refers to precise objectives " Top management is more involved in North America than in France " Same results for allocating specific resources " Only a minority of organizations (wherever they are based) use recognition as a part of management reviews and objectives 16

17 Effectiveness 17

18 Degree of effectiveness (USA & English Canada) of a recognition policy for... Preventing stress / psychological risks 6,7 Improving retention 7,6 Supporting culture changing 7,8 Increasing ethic or improve work climate 7,9 Motivating employees to improve their performance 8,1 Supporting strategy and values of the organization 8,4 Reinforcing desired behaviors 8,5 Creating recognition culture 8,5 Creating a positive work environment 8,6 Average (1 to 10) 18

19 Degree of effectiveness (Quebec) of a recognition policy for... Preventing stress / psychological risks 7,1 Supporting culture changing 7,2 Improving retention 7,5 Supporting strategy and values of the organization 7,8 Motivating employees to improve their performance 7,8 Reinforcing desired behaviors 7,8 Increasing ethic or improve work climate 8,1 Creating a positive work environment 8,2 Creating recognition culture 8,3 Average (1 to 10) 19

20 Degree of effectiveness (France) of a recognition policy for... Supporting culture changing 6,4 Supporting strategy and values of the organization 7 Preventing stress / psychological risks 7,1 Improving retention 7,1 Reinforcing desired behaviors 7,1 Motivating employees to improve their performance 7,2 Creating recognition culture 7,6 Increasing ethic or improve work climate 7,7 Creating a positive work environment 7,7 Average (1 to 10) 20

21 To sum up " The perceived benefits that could result from a recognition policy is higher in North America than in France " N 1 benefit : Positive work environment " followed by morale and work climate improvement for France and Quebec (n 6 only for Americans and English Canadians) " French managers are less convinced than their North American colleagues about 2 items : Supporting strategy and values of the organization Reinforcing desired behaviours 21

22 Obstacles 22

23 Obstacles - Top 3 1. Desire to be fair 2. Lack of time 3. Lack of skills in recognizing others 1. Fear of encouraging a climate of rivalry 2. Lack of skills in recognizing others 3. Ignorance of others and of work accomplished 1. Fear of arousing unrealistic expectations 2. Lack of skills in recognizing others 3. Ignorance of others and of work accomplished USA & ENGLISH CANADA QUEBEC FRANCE 23

24 Lack of interest for employee recognition (agree or strongly agree) France 54% Quebec 45% USA & English Canada 32% 24

25 Obstacles Lack of time (agree or strongly agree) USA & English Canada 55% Fear of arousing unrealistic expectations (agree or strongly agree) France 63% Quebec 49% Quebec 41% France 33% USA & English Canada 32% Embarassment (agree or strongly agree) Difficulty interacting with others (agree or strongly agree) France 43% France 46% USA & English Canada 23% Quebec 28% Quebec 21% USA & English Canada 20% 25

26 To sum up " Cultures strongly impact recognition practices " More than one French manager out of two has a lack of interest in recognition " Obstacle n 1: Quebec : Fear of encouraging a climate of rivalry USA & English Canada: Desire to be fair France : Fear of arousing unrealistic expectations " Within Top 3 obstacles, France and Quebec are quite similar " As far as interpersonal skills are concerned, French managers are less comfortable than the North American ones 26

27 3 LOCAL CULTURAL DIFFERENCES IN PRACTICING RECOGNITION 27

28 Dr Jean-Pierre Brun typology P e r s o n Existential Work practices W o r k R e s u l t s Results RECOGNITION TYPES Dedication to work P r o e e s s Adapted from Pr Jean-Pierre Brun CGSST Université Laval 28

29 Existential recognition Positive attitudes or behaviors 100% Results recognition Usefulness of work 90% 80% Ideas 70% 60% Success or professional achievements 50% 40% Job skills 30% 20% 10% Work practices recognition 0% Quality of work Employee expertise Unique contribution to the organization Qualities exhibited in performing duties Special events Efforts put into work Dedication to work recognition France Quebec USA & English Canada 29

30 Three practices at a very high level 30

31 To sum up " USA and English Canada: Champions in all categories! " French Canadians and French are quite close " Financial recognition of results is overwhelming in the French culture " Formal recognition is very present in North America " Existential recognition still to be practiced everywhere! 31

32 4 IMPACT OF CORPORATE CULTURE 32

33 Cameron & Freeman model 33

34 Impact of Corporate Culture on HR Policies My corporate culture is favourable to recognition at work (agree or strongly agree) Clan 83% Adhocracy 70% Market 53% Hierarchy 50% The importance of recognition within my organization is sufficient (agree or strongly agree) Clan 55% Adhocracy 39% Market 27% Hierarchy 20% 34

35 Impact of Corporate Culture on Management Senior Management supports the recognition programs and are personally involved in these programs (agree or strongly agree) Clan 58% Adhocracy 53% Market 38% Hierarchy 38% Specific resources are dedicated to the recognition programs (agree or strongly agree) Clan 58% Adhocracy 48% Market 43% Hierarchy 39% 35

36 To sum up " policies are impacted by corporate values, leadership style, interpersonal relationship and strategic orientations " Clan and Adhocracy cultures are exceptionally favourable to recognition practices and to Senior Management involvement 36

37 Existential recognition Positive attitudes or behaviors 90% Results recognition Usefulness of work 80% 70% Ideas 60% Success or professional achievements Quality of work 50% 40% 30% 20% 10% 0% Job skills Work practices recognition Employee expertise Unique contribution to the organization Qualities exhibited in performing duties Special events Efforts put into work Dedication to work recognition Adhocracy Clan Hierarchy Market 37

38 To sum up " Ranking of Corporate Cultures favourable to recognition : 1. Clan 2. Adhocracy 3. Market 4. Hierarchy " Big differences according to Corporate Culture: Existential and work practices recognitions: easier in «clan» and «adhocracy» cultures Dedication to work recognition: more or less present in every culture 38

39 5 LOCAL PRACTICES CAN BE STRONGLY INFLUENCED BY CORPORATE CULTURES 39

40 Main obstacles 40

41 LOCAL CULTURE Lack of time Fear of arousing unrealistic expectations USA & English Canada 55% Quebec 49% 22% France 63% Quebec 41% 22 31% France 33% 16 USA & English Canada 32% Market 54% Hierarchy 48% Clan 50% Adhocracy 45% Adhocracy 48% 13% Market 38% 13% Hierarchy 41% Clan 35%

42 LOCAL CULTURE Embarrassment Difficulty interacting with others France 43% USA & English Canada 23% 22% France 46% Quebec 28% 18 26% Quebec 21% 22 USA & English Canada 20% Adhocracy 29% Hierarchy 35% Hierarchy 27% Market 33% Market 22% 8% Adhocracy 30% 15% Clan 19% Clan 20%

43 To sum up " As far as obstacles are concerned, local culture is more explanatory than corporate culture " Some explanations: Education system? Interpersonal skills? Work relationship? Industrial relations? Optimism / Pessimism? 43

44 types 44

45 of ideas CORPORATE CULTURE of qualities exhibited in performing duties USA & English Canada 67% USA & English Canada 73% France 57% Quebec 51% 16% France 57% 6 6 Quebec 51% 22% Adhocracy 66% Adhocracy 70% Clan 65% Clan 65% Market 54% 27% Market 52% 30% Hierarchy 39% Hierarchy 40%

46 CORPORATE CULTURE of success or professional achievements of quality usefulness of work USA & English Canada 83% USA & English Canada 57% France 67% Quebec 67% 0 16% France 45% Quebec 44% 1 17% Clan 84% Clan 60% Adhocracy 73% Adhocracy 55% Market 67% 26% Market 38% 25% Hierarchy 58% Hierarchy 35%

47 LOCAL CULTURE of job skills of unique contribution to the organization France 87% USA & English Canada 64% 23 Quebec 59% 23% USA & English Canada 79% Quebec 55% 9 France 46% 33% Adhocracy 72% Clan 60% Clan 70% Adhocracy 55% Market 67% 19% Marche 38% 26% Hierarchy 53% Hierarchy 35%

48 To sum up " Out of 11 items, 5 don t show any significant difference: Positive attitudes and behaviours Expertise Special events Efforts put into work Quality of work " Local culture is significant for 2 items out of 11: Job skills Unique contribution to the organization " Corporate culture is significant for 4 items out of 11: Ideas Qualities exhibited in performing duties Success or professional achievements Usefulness of work " Quebecois practices and French practices are very close 48

49 types Quebec vs USA & English Canada 49 RESULTS DEDICATION WORK PRACTICE EXISTENTIAL

50 types France vs USA & English Canada RESULTS DEDICATION WORK PRACTICE EXISTENTIAL 50

51 types France vs Quebec RESULTS DEDICATION WORK PRACTICE EXISTENTIAL 51

52 6 CONCLUSION 52

53 5 key success factors 1. BE AUTHENTIC 2. BE FAIR 3. LINK RECOGNITION TO CORPORATE VALUES & ORGANISATIONAL STRATEGY 4. MOVE FROM A SANCTION AND CONTROL BASED CULTURE TO A TRUST BASED CULTURE 5. TRAIN MANAGEMENT ON INTERPERSONAL SKILLS AND EMOTIONAL INTELLIGENCE 53

54 MERCI! THANK YOU! 54

55 For information or for requesting reproduction authorization, please contact VPHR : 27 boulevard du Lycée F Vanves - France Tél : +33 (0) contact@vphr.fr SAS au capital de RCS Nanterre n APE 7022Z 55