2. THECHALLENGE:
• More than 70% of employees are disengaged at work
• Low morale, low productivity, high absenteeism, and increased turnover are growing
• As a result, U.S. corporations are losing millions of dollars each year
THESOLUTION:Employee Engagement Using Recognition
*Source: HR Solutions International Normative 2010
*Source: Bob Nelson, The 1001 Rewards and Recognition Field Book
*
2
THE PAYOFF:
• 16% more profitable
• 18% more productive employees
• 12% increase in customer engagement
• 37% less absenteeism in employees
3. Where do you begin?
When can you start?
Right now.
With this guide, you can begin
engaging your employees NOW!
The process is outlined here – it is simple
and easy from beginning to end.
Who is this for?
3
Right here!
Turn the page to learn how painless, yet
effective, it is to administer an employee
engagement program using symbolic awards!
Leaders
who
desire a
highly engaged
workforce.
5. got it?
good.
Now flip the page
to get started!
1
3
25 Direction
where you want to go
Objectives Tracking ROI
Assessment
where you are
Employee Engagement Survey
Recognize
what to do
Types of Recognition Planning Symbolic Awards
Managers
who will get you there
Management Involvement
Communication
how to get there
Message Audience Timeline
4
5
7. EmployeeEngagementSurvey
Source: Buckingham and Coffman, First Break All The Rules:
What The World’s Greatest Managers Do Differently, 1999
1. Do I know what is expected
of me at work?
Never
Rarely
Sometimes
Most of the time
Always
2. Do I have the materials and
equipment I need to do my
work right?
Never
Rarely
Sometimes
Most of the time
Always
3. At work, do I have the
opportunity to do what I do
best everyday?
Never
Rarely
Sometimes
Most of the time
Always
4. In the last 7 days, have I
received recognition or
praise for doing well at work?
Yes
No
5. Does my supervisor or
someone at work seem to
care about me as a person?
Never
Rarely
Sometimes
Most of the time
Always
6. Is there someone at work
who encourages my
personal development?
Yes
No
7. At work, do my opinions
seem to count?
Never
Rarely
Sometimes
Most of the time
Always
8. Does the mission/purpose
of my company make me
feel my job is important?
Never
Rarely
Sometimes
Most of the time
Always
9. Are my co-workers
committed to doing
quality work?
Never
Rarely
Sometimes
Most of the time
Always
10. In the last 6 months, has
someone at work talked to
me about my progress?
Never
Rarely
Sometimes
Most of the time
Always
11. In the last year, have I had
the opportunity at work to
learn and grow?
Never
Rarely
Sometimes
Most of the time
Always
7
ASK ME!
For a digital
version of
this survey
10. 10
Record your
findings
consistently
so you can
compare
changes
over time.
Once your program starts, find out how effective
it is by asking your employees for input.
Collect data in the form of
numbers (quantitative)
and feedback (qualitative).
Qualitative
Customer Feedback
Focus Group Summaries
Testimonials Related to the Program
Impromptu Feedback
Employee Suggestions
Quantitative
Dollars Spent
Participation Rate
Changes in Turnover
Changes in Productivity
Changes in Customer Satisfaction Survey Scores
Changes in Employee Satisfaction Survey Results
DIRECTION:trackingyourprogress
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12. 12
THEPAYOFF:• 16% more profitable
• 18% more productive
employees
• 12% increase in
customer engagement
• 37% less absenteeism
in employees
ASK ME!For morestats to
present to your
CEO & CFO
15. 15
Training Topics:
• What behaviors to look for from employees
• What to say to an employee
• When and how often to recognize employees
• How to add impact using symbolic awards
Examples:
• I saw what you did…
• I appreciate it because…
• Here’s why it’s important…
• This is how it makes me feel (be specific)…
Recognize employees at least 1 time every 7-10 days
• Select an appropiate award that fits the
achievement
• Present the award while sharing about
the accomplishment
• Personalize the award to the recipient
The Outcome of Training:
• Higher engagement rates among employees
• Stronger manager-employee relationships
• Consistency established across departments and locations
• Corporate culture develops and strengthens
16. Good.Nowyouhaveyourmanagersbehindtheprogram.
Whatdoyouneedtodotoexecuteit?
16
4
COMMUNICATION:howtogetthere
How? Start by creating a 3-part communication plan to fit your organization.
Communicate: alert your employees of the program
and help them get involved.
1. Message: What do you want to communicate?
List the top three things you want members of
your organization to know about the program.
1.
2.
3.
2. Promote: How will your employees learn about the
program?
List the top three ways employees will become aware
of the program.
1.
2.
3.
ASK ME!
For a digital
version of a
CommunicationPlan
17. 17
Mo. 1
Mo. 2
Mo. 3
Mo. 4
Begin
Program
Planning
Examples:
• Posters
• Paycheck Stuffers
• Company Intranet
• Company Newsletter
• Department and Team Meetings
Informal Event:
Celebrate
Participation in the
Program with a
Simple Company
Event
Manager Meeting:
Identify Exemplary
Employees Based
on NominationsIntroduce
Program to
Managers
Introduce
Program to
Managers
Company Meeting:
Launch Program
on N
Collect
Employee or
Manager
Nominations
Hang
Program
Posters
3. Timeline: When will the program begin?
Create a timeline for the program, include all major milestones, and assign
deadlines for each of them. Below is a sample plan of a peer-to-peer program
for one quarter. Use this as a guide to create a timeline for the entire year.
Promote
the
Program
Train
Managers
Example:
Mo 4
ager Meeting:
ify Exemplary
loyees Based
oMo 2
Mana
Identi
Empl
Collect
Employee or
Manager
Promote
the
Program
18. Examples:
• Thank you cards
• Verbal comments
• Posting on the company social networking site
Examples:
• Monthly surprise mini-events for departments
- Impromptu pizza party to celebrate a big sale
• Weekly “WIN” moment by department
- 10-minute meeting to share a treat and
celebrate a success
Nowthatyouhaveallthetools,havesomefun
andrecognizeyourdeservingemployees.
18
5
RECOGNIZE:whattodo
1. Day-to-Day
• Frequent, on-going, and simple
• All employees and managers participate
- Recognize up, down, and across departments
• Every employee is eligible to be recognized
2. Informal
• Low-cost events/activities to celebrate an achievement or behavior
• All employees are eligible to be recognized. However, the number
can be limited based on company or department objectives
How to Recognize:
Here are 3 types of recognition and examples
19. 19
3. Formal
• Structured program
• Annual event
• Formal setting
• Nomination selection process with an awards ceremony
- Public recognition
- Criteria linked to the values and goals of the organization
• Small percentage of employees are recognized
Flip the page for
planning ideas
Examples:
• Annual years of service ceremony
• Sales travel incentive program
• Core Value Champion program
• Large scale company achievement
20. 20
RECOGNIZE:planningguidelines
Presentation Planning
Creating a recognition experience starts with a few simple
pieces that unite to form a nostalgic memory for the recipient. Set
the stage to create a great memory using the A.W.A.R.D. acronym:
• Award – Select an appropriate award that fits the achievement
and the personal taste of the recipient.
• Who –The person who directly oversees the recipient should
present the award.
• Authentic and Accurate – Present the award in an environment
that aligns with the recipient’s preference; some people prefer
public recognition while others desire less of the spotlight.
• Reflect – The person presenting the award should share
details of the accomplishment by specifically stating how the
recipient has made a difference.
• Distinguish – Be specific. The more specifically you can
describe the attributes of the recipient, the more meaningful the
presentation becomes, and the more enduring the memory.
Order of Events
Choosing the right award for a recipient is like picking
out an engagement ring. Every decision comes down to
the preference of the recipient. The style, design, shape,
artwork, and message should all reflect the recipient.
Keep this process simple by following these recommendations:
• Choose an award design the recipient will like.
• The magnitude of the achievement should dictate the
size and weight of the award - larger awards are meant
for more significant achievements.
• Include a sincere message on the award.
• Personalize the award with recipient name and date of event.
• Incorporate the company logo subtly.
You will make a one-time investment in an award, but the
recipient will yield a return multiple times over. So choose
specifically and on purpose.
Reward:
Your organization benefits from formal recognition
the most - especially when a symbolic award is
part of the presentation.
ASK ME!For awardideas for yournext formalevent
21. Outstanding
Teamwork
Leadership
Quality
Rising Star
Success
Years of Service
Sales Achievement
Outstanding Performance
Recognition
Customer AppreciationSafetyVolunteerism
Retirement
Above & Beyond
Teamwork
Leadership
Quality
Rising Star
Success
Years of Service
Excellence
Sales Achievement
SafetyVolunteerism
Retirement
Beyond
Teamwork
Leadership
Quality
Rising Star
Success
Years of Service
Excellence
Sales Achievement
Outstanding Performance
Recognition
Customer AppreciationSafetyVolunteerism
Retirement
Above & Beyond Above
Teamwork
Leadership
Quality
Rising Star
Success
Years of Service
Excellence
Sales Achievement
Outstanding
SafetyVolunteerism
Retirement
Excellence Symbolicawardsturnemotionsintomemories
A Recognition Award is a symbol - a physical reminder of a meaningful
achievement. For many, the award symbolizes the emotion, effort, and
personal sacrifice required to reach such a significant milestone.
22. 22
Injust5easystepsyouhaveaplan
toengageyourentireworkforce
usingsymbolicawards.
Well,thereyouhaveit.
Now go to the next page
for a real life example
of a program that works!
1
3
25 Direction
where you want to go
Tracking ROI
Assessment
where you are
Employee Engagement Survey
Recognize
what to do
Types of Recognition Planning
Symbolic Awards Objectives
Managers
who will get you there
Management Involvement
Communication
how to get there
Message Audience Timeline
4
23. 23
1 2
Assessment - where you are
To begin, all employees received an employee
engagement survey at the start of the year. The
results of the survey revealed that employees did
not relate to the company mission, purpose, or
values. Many employees were not able to pick
out the company mission from a list of options.
As a result of the survey, leaders of the technology
firm re-defined the purpose of the organization
and dedicated themselves to changing the
culture in order to align with their employees.
They believed this change would indirectly lead
to increased customer satisfaction levels.
Direction - where you want to go
As a result of the survey, the leadership team decided they
needed to clearly communicate the company’s vision and its
corporate values to create a foundation for their internal
brand. Their goal was to have all employees clearly under-
stand and believe in the corporate vision as well as align with
the corporate values; they felt this could be accomplished
using symbolic recognition.
The following objectives were formed; their goal was to
achieve each in a 12-month period:
• Increase employee understanding of the company
vision, purpose and values by 50%
• Increase employee engagement to the company by 30%
• Increase customer satisfaction ratings by 23%
REALLIFEEXAMPLE: creatinganengagedworkforce
Building a stronger corporate culture through employee engagement using symbolic awards
Situation
A technology company received consistently low satisfaction ratings from both its employees and customers. The leaders of the
organization reviewed possible solutions and decided they would focus on building a stronger internal brand to increase employee
engagement. To understand their employees better, the leaders of the organization utilized this simple 5-step plan. This 5-step plan
provided the framework the leaders needed to change their corporate culture and do business more effectively, with better results.
24. 24
3
Managers - who will get you there
Initially, the managers working for this
technology firm resisted the implementation
of the engagement program. However, after
some training, the managers became convinced
employee engagement would ultimately
affect the low customer satisfactions scores.
The organization initiated a series of three
training sessions. The first session focused
on teaching the managers the basics of
human needs, using Maslow’s Hierarchy of
Needs. After this session, managers were
better able to identify the needs of each
employee and understood how to best recognize
each individual. The second session focused
on the types of recognition and how often a
manager needs to recognize their employees
to be effective. The last session was about
the specific programs the organization chose
to adopt and how the program should be
implemented and facilitated by each manager.
The combination of these thorough training
sessions created a management team that
could effectively recognize its employees
and keep their business units progressing
with ease.
5
4
Communication - how to get there
After the manager training was complete, the organization
launched the promotions for the engagement program. In
addition to the various posters hung in each department and
promotional messaging on the intranet, the leaders decided it
was important to host a kick-off event/party with an
all-company luncheon. At this event, leaders told employees
about the objectives of the program and encouraged their
participation. They were all invited to participate in a Corporate
Values Course. This course was a series of short presentations
about the company’s six core values.
Recognize - what to do
Presentations took place on a monthly basis. During these
presentations, leaders honored employees for attending the
Corporate Values Course. Each employee received a Glendale
Goal-Setter Award. The leaders chose this award for the
program because the large crystal panel beautifully displayed the
company purpose and values. Leaders awarded each employee
with a colored block that reinforced a corporate value. This
program was such a success, it continued for three years.
25. The Results
Over time, the corporate culture of this technology
company became unified. At the end of three
years:
• 70% of employees reported that they under-
stood the company vision
• 95% of employees could name the company
vision, purpose, and values with accuracy
• Business units worked together with more
efficiency and productivity. As a result,
operation costs were reduced
• Customer satisfaction ratings increased by
60 percent
Most importantly, the program made the most
impact with the customer service representatives.
These individuals provided better service as a
result from the consistent recognition.
25
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