Sc Network. Rmi & Jjmp Final Presentation (2010 03 31)

Getting Recognition Right
Putting a Strategic and Practical
Focus on Employee Recognition
Practices and Programs


• Key factors for an effective Recognition
Strategy

• Essential steps for implementing a
Recognition Plan

• Best practice ideas to adopt in your
organization.

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©2010 Recognition Management Institute I www.RealRecognition.com


Key Factors for an Effective Strategy

P eople

P rograms P rinciples
P ractices

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Existing Recognition Practices & Programs

Employee Frequency
Impact Type of Recognition Occurrence
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Key Factors for an Effective Strategy

• Know what recognition really is
• Clarify the corporate recognition philosophy
and beliefs
• Identify the purpose for recognition in the
organization
• Create a short-term and long-term plan with
clear manageable objectives
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Know what recognition really is
Tangible vs. Intangible

Compensation Incentives Recognition Appreciation

Rewards Awards Praise

Impersonal vs. Personal

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Know what recognition really is
• Compensation: Something given, usually money, in exchange for labor and
services provided.
• Rewards: Something given or done in return for meeting pre-determined
goal(s), merit, service or achievement (sometimes money).
• Incentives: Contingent reward which induces action or motivation to achieve
pre-determined results within a specific time.
• Awards: Something bestowed to commemorate an achievement, or as the
result of a contest, as judged by specific criteria (mostly non-monetary).
• Recognition: the tangible or intangible expression of acknowledgement for an
individual’s contribution, achievements or observed behaviors.
• Praise: the verbal or written acknowledgement of a person’s contribution,
achievement or observed behaviors.
• Appreciation: display of caring and respect for an individual for who they are
and for their potential

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High Appreciation
Recognition

Praise
Impact

Awards Recognition

Incentives
Rewards
Compensation
Low
Tangible Intangible
Form of Recognition
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©2008-2010 Recognition Management Institute I www.RealRecognition.com


High Recognition Uplift
Appreciation
Recognition

Praise
Awards
Impact

Recognition
Incentives
Rewards
Compensation

Low
Tangible Intangible
Form of Recognition
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©2008-2010- Recognition Management Institute I www.RealRecognition.com


Regular Real
High
Performance

Recognition Recognition™

Low No Artificial
Recognition Recognition

Low High
Feelings
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Recognition Professionals International
Best Practice Standards ®
• Recognition Strategy
• Management Responsibility
• Recognition Program Measurement
• Communication Plan
• Recognition Training
• Recognition Events & Celebration
• Program Flexibility & Change
Source: www.recognition.org

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Recognition Events &
Training Celebrations

Communication Program Change
Plan & Flexibility

Program Measurement
Management Responsibility
Recognition Strategy


• 48% of organizations have a written recognition
strategy

• 96% are aligned with business strategy
Source: 2008 WorldatWork Survey: Trends in Employee Recognition

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Recognition Strategy Foundation

©Recognition Management Institute
14
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Recognition Strategy Model®
PEOPLE ORGANIZATIONAL
FOCUS FOCUS
Intrinsic or Internal Purpose Extrinsic or External Purpose

INTERNAL EXTERNAL
PHILOSOPHY & PHILOSOPHY &
PURPOSE PURPOSE

RECOGNITION Contribution to Society
People Fulfillment
PHILOSOPHY (or to the Business)

RECOGNITION Contribution to
People Development
PURPOSE Customers

RECOGNITION Personal & Customer & Societal
VALUES Organizational Values Values

DIRECTION 15
CONTRIBUTION



Essential steps for a Recognition Plan
• Recognition DiscoverySM – assessment and
benchmarking evaluation
• Obtain quantitative and qualitative measures
• Review of policies and procedures, practices and
programs
• Alignment with business strategy and objectives
• Driven by, and reinforcing of, organizational culture

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• Determine your Focus Points for the Short-Term
• Determine Focus Points for the Long-Term as well
• Develop Implementation Objectives
• Create some clearly defined Outputs
• Steer goals to an overall Short-Term Objective
and Long-Term Objective

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Implementation Focus
Point Everyday/ Informal
Training / Education
Recognition
•Develop in class & on- •Create expectations and
line learning modules guidelines for everyday and
Objectives

•Develop training informal recognition
effectiveness metrics •Determine methods of
accountability
Outputs

•Leaders guide and PPT •Written guidelines created
created •Survey questions created
•Effectiveness metrics for administering
Goal

•To help managers understand what recognition is, how
S-T

to do it the right way.
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• Senior leader driven and supported
• Employee involvement in ideas and improvements
• Company-wide approach versus department owned
• Relationship based as well as performance oriented
• Accountability and performance development

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Strategy Plan
Recognition Discovery

Recognition Roadmap
Policies •Focus Points
•Objectives
Procedures Philosophy Purpose •Outputs
Programs •Overall Goals
Practices •Leadership
Perceptions •Accountability
Plan

©2010 Recognition Management Institute
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Best practice ideas to adopt – with
Recognition Strategy

Formal Formal

Informal Informal
Everyday Everyday

Courtesy & Respect Relationships

Cargill Inc. TELUS Communications
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Management Responsibility
Peter Geier
Chief Executive Officer, OSU
Health System
Bill Buckner
Cargill Inc.

•C-suite, Senior Vice President
•Training of managers

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1. Get them involved in the strategy to begin with

2. Find an executive sponsor who can advocate for you

3. Create quarterly and annual accountability meetings

4. Make friends with finance executives(!)

5. Continually educate and promote recognition

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©2009-2010 Recognition Management Institute I www.RealRecognition.com


Program Measurement

Employee Customer Increased
Recognition
Satisfaction Satisfaction Revenue

Higher Recognition Higher Employee Improvements in
Program Satisfaction level Customer
Participation correlated with Satisfaction scores
correlated with greater Customer correlated with
Higher Employee Satisfaction levels changes in levels of
Satisfaction revenue

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Communication Plan
Wells Fargo – Take 5 Campaign

MGM Grand –
Star of
the Year

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Human resources

Recognition
Johnson & Johnson Medical Product’s
Journey

Elvie Gee
HR Director
March 31, 2010

Human resources

Johnson & Johnson Medical Products
• JJMP markets and distributes Medical Devices
and Diagnostic solutions for use in
institutional and primary health care settings
across Canada
• Umbrella company comprised of 8 different
business units
• Sutures, bariatrics, orthopaedics, cardiology,
instrument sterilization, minimally invasive
treatment solutions

Human resources

Johnson & Johnson - The Credo
The Four Tenets
• Customers
• Employees
• Community
• Stockholders

Human resources

Overview of the Journey
• Training: What is recognition?
• Recognition statement
• Building awareness
• Putting into practice
• Following through

Human resources

JJMP Recognition Strategy Statement
• We believe we have a responsibility to provide one another
with sincere, positive feedback and appreciation in order to
live up to our Credo values.

• This will lead to people feeling valued for their contribution
to the success of the company.

• We will encourage greater risk taking and ownership of
activities by recognizing employees’ innovation and
engagement.

• We know that a successful recognition culture will result in
an enhanced customer experience.

Human resources

Short Term Objectives
Training Encore Global Program Informal / Every Day Recognition Events

Develop Define Gaps Informal Everyday Awareness

Ensure Participation Create Guidelines Define Define Expectations Plan events

Effectiveness Metrics Train & Communicate Voice of Employee Drive Accountability Measure effectiveness

Effectiveness Metrics Communicate and Brand

-100% Operations
division trained Recognition Launch and Measure

-Training effective Team
Monkey survey Monkey
(metrics Usage rate
demonstrated) Q12 survey survey

Human resources

Short Term Outcome
Managers and employees understand:
• What recognition is
• How to do it right
• What are their individual responsibilities
associated with giving formal, informal and
everyday recognition.

Human resources

Long Term Strategy
Formal Recognition Informal / Everyday Events
Global Program

Corporate Program Events Training Informal / Everyday

Usage Strategy Maximize effectiveness On Boarding Accountability

Tracking and Measurement Calendar of events Re-training

Tracking and Measurement Tracking and Measurement
Metrics on
corporate Q12 Engagement Survey results
dashboard

Human resources

Long Term Outcomes
Create a sustainable, renewable,
measurable, visible cultural commitment
to Recognition throughout JJMP

Human resources

Where we are today
• “Drive it Forward” training program
• Corporate dashboard presence
• Company wide rollout
• People initiative

Human resources

Lessons Learned
• Involvement in building Recognition Strategy –
buy-in
• Education: Recognition vs Rewards
• Voice of the employee
• Practice what you preach

Human resources

Questions?


The Real RecognitionTM Journey
requires that you:

 Know where you stand
 Know where you are going
 Know how to get there
 Know how to share the experience

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Visit the Recognition Management Institute at:

www.RealRecognition.com

Telephone: 877-336-9601

Email: info@RealRecognition.com

Blog: www.realrecognition.blogspot.com

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Sc Network. Rmi & Jjmp Final Presentation (2010 03 31)

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