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Applying Recognition Systems
2
Introduction
Housekeeping items–Restroom locations–Breaks–Lunch–Cell phone use
– Questions welcome– Balance between
content and sharing – “Parking lot” for
ideas
Introduction
Learning Objectives:– Assess your organization’s current recognition
systems – Identify potential alignment system gaps – Define key recognition system components – Incorporate additional tactics for leader
involvement and skill building– Name at least four motivational theories– Name the three parts of the ABC model– Link Best Practices to your future plan
Introduction
CRP Background– One of four certification courses– Facilitator led– Pass exam– Set common standards– Acquire skills and knowledge
Introduction
Activity– Write down one action you have either
taken or plan to take– Write down some words that come to
mind when you think of your organization’s overall culture
Introduction
Agenda (2 breaks & lunch)
– Setting the Stage– Culture– Systems– Motivational Theories– Additional Organizational Considerations– Review– Summary– Testing
Introduction
Materials:– Models, – Worksheets,– Article excerpts,– Progress Checks,– Reference and resource suggestions, and– Course evaluation (start NOW)
Setting the Stage
Review - Definitions1. AWARD
• Item given to individual or team• For achievement• Non-cash
2. REWARD• Item given to individual or team• For meeting pre-determined goal• Sometimes cash-based
Setting the Stage
Glossary of Terms (continued)3. RECOGNITION
• After-the-fact display of appreciation or acknowledgement
• Of individual’s or team’s desired behavior, effort or result
• Supports organization’s goals and values
4. INCENTIVE• Contingent reward• Based on achievement of pre-determined results• Specific time period
Setting the Stage
Best Practice Standards
Setting the Stage
Setting the Stage
Reprinted by permission WorldatWork©2006
Setting the Stage
Summary– Identify two common organizational
cultural components– Define values and behaviors– Map values alignment– Identify necessary change management
components
Cultural Considerations
Section Learning Objectives– Identify two common organizational
cultural components– Define values and behaviors linked to
the various cultural models– Map values alignment to current
programs– Identify necessary change management
components
Cultural Considerations
24-Carrot Manager– Need goals– Recognition = working smarter– Treat people well to treat customers
well
Cultural Considerations
Corporate Culture – Activity1. Describe culture
2. “Declared” values (public)
3. “Real” values
Cultural Considerations
CultureVision, Mission, Values
Strength, Consistency, Strategy
RecognitionSocial Reinforcement
Communication MediumsRecognition Programs
The Culture-Recognition Cycle
Cultural Considerations
Culture – Definitions– Attitudes, experiences, beliefs, values– Moral, social, behavioral norms based
on beliefs, attitudes, priorities– Unique personality / character; includes
core values and beliefs, ethics, rules of behavior
– Alignment between personal and organizational values
Cultural Considerations
• Vision– Life-long, purpose-driven– Meaning and insight
• Mission– What organization does– How serves customer
Cultural Considerations
• Strong Culture– Respond to
stimulus– Values aligned
• Weak Culture– Little alignment– Bureaucracy – Procedures
Cultural Considerations
1. __________ Stability, accountability, procedures (military)
2. __________ Communication, teamwork, problem solving (jury)
3. __________ Responsiveness, creativity, entrepreneurship (R & D)
4. __________ Values, harmony, direction (symphony orchestra)
Cultural Considerations
1. CLOSED Stability, accountability, procedures (military)
2. OPEN Communication, teamwork, problem solving (jury)
3. RANDOM Responsiveness, creativity, entrepreneurship (R & D)
4. SYNCHRONOUS Values, harmony, direction (symphony orchestra)
Cultural Considerations
HofstedeIndividual Collective
Power Inequality
Avoiding Accepting
“Masculinity” “Femininity”
Short-term Long-term
Cultural Considerations
Deal and Kennedy –Feedback and Risk
• Tough-Guy Macho• Work Hard/Play Hard• Bet-Your Company• Process
Cultural Considerations
Charles HandyOrganizational Structure to Culture
• Power• Role• Task• Person
Cultural Considerations
Values – standards of behavior
What are some values?
Cultural Considerations
The Leadership Challenge– Strong-culture organizations
• High performance standards• Caring attitude• Uniqueness and pride
– Regular values review• Every 3-4 years
– Encourage the heart
Cultural Considerations
1. Tenure/seniority-based increases
2. Personal goal achievement
3. Data and metric-based increases
4. Exceeding monetary or sales targets
Cultural Considerations
1. Tenure/seniority-based increases (C)
2. Personal goal achievement ?
3. Data and metric-based increases ?
4. Exceeding monetary or sales targets (B)
Cultural Considerations
Activity
Fill in form for primary programs
Focus on identifying values recognized
Cultural Considerations
Inventory – Readiness and Alignment– Are there any programs that run counter
to the values and behaviors?– What would be an example of this?– Are there any programs that truly don’t
fit or may be recognizing behaviors you no longer need to reinforce?
Cultural Considerations
Change
Time
Innovators
Critical Mass
Late Adopters
EarlyAdopters
Cultural Considerations
Change Management Concepts1. start at the top to create a sense of urgency
2. choose the right team
3. create a clear vision
4. get the word out
5. empower the people
6. create victories along the way
7. never stop changing
8. keep proving your case
Cultural Considerations
Clashing Cultures?
Cultural Considerations
Summary– Culture
• When stressed, recognition is MORE important• Like personality “type”• Desired actions and reactions• By-product of history
– Values• Align with culture (3-4 years)• Agreed-on rules of behavior
Cultural Considerations
CultureVision, Mission, Values
Strength, Consistency, Strategy
RecognitionSocial Reinforcement
Communication MediumsRecognition Programs
The Culture-Recognition Cycle
Cultural Considerations
Progress CheckDescribe cultureRelationship between culture and recognitionTrue or False
1. Values relate to goals and standards of behavior2. Organizational readiness isn’t a consideration3. Necessary to create sense of urgency
Multiple Choice1. Which is NOT a culture theory:
Cultural Considerations
Progress CheckDescribe cultureRelationship between culture and recognitionTrue or False
1. Values relate to goals and standards of behavior = T2. Organizational readiness isn’t a consideration = F3. Necessary to create sense of urgency = T
Multiple Choice1. Which is NOT a culture theory: = B
Recognition Systems
Section Learning Objectives– Distinguish between a recognition
program and a system– Identify five potential areas to support
your recognition system– Name three ways technology can make
your system work easier and more effectively
Recognition SystemsProgram System
Short-term commitment Long-term commitment
Start and stop Continual
Operates independently Integrated
Disjointed Planned continuity
Disparate rewards Accumulate points
Viewed as fleeting Part of culture
Singular Repeatable, tracking
Fair and consistent
Pre-defined, communicated
Recognition Systems
Program SystemService, performance, safety. Formal or informal
Stands alone
One vendor and IT interface. Consolidates tax reporting; profiles and scorecards
Specific goal/objective
Complete solution; aggregated
All under one administrative system.
Recognition Systems
Benefits of a System– aligns employee initiatives with corporate
strategies and goals– provides the opportunity to reinforce – contributes to employee loyalty and
engagement– creates more recognition equity– reaps benefits over time– develops consistency and trust
Recognition Systems
Ten Tips1. Managers get it
2. Identify gaps
3. Align with values
4. Define behaviors and results
5. Involve employees
6. Broad participation
7. Easy
8. Frequent feedback
9. Individuals and teams
10.Review and refine
Recognition Systems
Embedded into ALL Systems
– Review the list on page 32 – Circle any areas where you could
incorporate recognition into that system
Recognition Systems
Technology as a Systems Enabler
Recognition Systems
Exercise
Self-rating
Recognition Systems
Progress CheckTrue or False
1. .2. .3. .
Multiple Choice1. .:2. .:
Recognition Systems
Progress CheckTrue or False
1. .2. .3. .
Multiple Choice1. .:2. .:
Motivational Theory
Section Learning Objectives– Name at least three primary
motivational theories – Write the concepts to the ABC Model– Put the following components in the
correct order: pinpoint, measure, feedback, reward/reinforce, evaluate
– Choose whether to reinforce, reward, or recognize
Motivational Theory
Exercise
Familiar motivational theories?
Maslow’s Traditional Pyramid
Physiological
Safety
Organizational Pyramid
Social
Esteem
Self-Actualization
Acceptance and Involvement
Recognition
Advancement and Growth
Location and Working Conditions
Compensationand Benefits
Motivational Theory
Herzberg - MotivatorHygiene
• Basic expectations• Dissatisfaction
Hygiene TheoryMotivation
• Increased performance• Achievement• Recognition• Responsibility• Growth
Motivational Theory
McClellandNeed for:
1. Achievement
2. Affiliation
3. Power
Motivational Theory
Expectancy–Inputs–Performance–Outputs
If motivation high,
expectancy needs to be high
Behaviorism–Goals–Change
Shaping behaviors through reinforcing
Motivational Theory
Hawthorne Effect– Production increased due to
management interest– Limited sample size– Changed multiple variables
Motivational Theory
Six Boxes
InformationClear expectations, relevant feedback,
clarity on how to do the job
ResourcesTools, resources,
materials, access to leaders, work
processes
IncentivesAdequate pay and
non-pay incentives – contingent, career
growth
KnowledgeTraining to match
requirements
CapacityMatch between you
and position, appropriate work
allocation
MotivesWillingness to work
for available incentives, job
security, accepetance
Motivational Theory
Motivational Theory
ABCs
AntecedentsBehavior Consequences
• Prompt to act
• Expectations
• Don’t cause behavior
•What we do
•What we say
• What happens after behavior
• Strengthen or weaken
Motivational Theory
Antecedents– Objectives– Training– Instructions– Measurement– Modeling– Meetings– Speeches
– Deadlines– Manuals– Mandates– Feedback– Policies– Past performance– Goals
Motivational Theory
Consequences– Come after behavior– May strengthen or weaken behavior– Positive – which strengthens– Negatives – which weakens
Motivational Theory
Consequences VariablesPositive
Negative
Now
Later
Sure
Unsure
Motivational Theory
Exercise
Which combination MOST beneficial
Which LEAST beneficial
Correspondence to Recognition Dimensions?
Motivational Theory
Exercise
For each underline segment, indicate:– Antecedent– Behavior– Consequence
Organizational Considerations
Integration
ALIGNBUSINESS
GOALS WITHDEPARMENTAL ANDINDIVIDUAL GOALS
EVALUATEPERFORMANCE
SETGENERALBUSINESS
GOALS
MONITORPERFORMANCE
MANAGEPERFORMANCE
PERFORMANCEMANAGEMENT
PROCESS
Motivational Theory
ActionsNotice / Specify
Quantify
Tell
Recognize/Reward/Reinforce
Evaluate
Motivational Theory
Notice and SpecifyLook for:
• Action• Directly observed• High impact behaviors
Motivational Theory
Quantify– Outcome or behavior
– Ratings• Checklist
• Scale
Motivational Theory
Tell– Visual– Verbal
• Make it relevant• Express in specific terms• Distinguish difference between teams and
individuals
Motivational Theory
Recognize– Individuals and Teams– Link to goals– Pre-identify preferences
Motivational Theory
Evaluate– Track– Measure results
Motivational Theory
Summary– Observable and measurable– Process– Communicate system– Collect data– Adjust
Motivational Theory
Progress CheckTrue or False
1. .2. . 3. .
Multiple Choice1. Which is NOT a “hard” measure:2. Correct order of Four Evaluation Levels:
Motivational Theory
Progress CheckTrue or False
1. 2004 Job Analysis identified dozen titles2. Communications plan – same message can be
communicated through same method3. High emotional commitment and low intellectual
are “loose cannons.”
Multiple Choice1. .2. .
Motivational Theory
Progress CheckTrue or False
1. 2004 Job Analysis identified dozen titles2. Communications plan – same message can be
communicated through same method3. High emotional commitment and low intellectual
are “loose cannons.”
Multiple Choice1. .2. .
Organizational Considerations
Section Learning Objectives– Explain the relevance of feedback to
performance management– Name four workplace generations– Match general recognition preferences
to at least two generations
Organizational Considerations
Leadership Support – Training
– 69% in-person– 36% on-line– 36% handbook– 8% video-based– 17% other
Organizational Considerations
Communications1. Formal media?
2. Infrastructure?
3. Leadership?
61%
7%
32%
Organizational Considerations
“Certified Recognition Leader”
Change Management +
Basic Leadership +
Employee Development +
Recognition Measurement =
Certified Recognition Leader
Organizational Considerations
Technology!
Organizational Considerations
Organization
Business Unit Business Unit Business Unit
Functional Areas
Departments
Ad Hoc Teams
Organizational Considerations
Generations– Silent (Traditionalists) – 1920-1945– Baby Boomers – 1946-1963– Generation X – 1964-1981– Generation Y (Millenials) – 1981-1995
Organizational Considerations
Silent – 55+ = 21%– Dedicated, loyal– conformers
– PT & flexibility– Formal, public– Team– Incentives for
future
Organizational Considerations
Boomers – 52%– In charge– Self-indulgent– Movers
– Be pampered– New experiences– Free time
Organizational Considerations
Gen Xers – 26%– Independent– Skeptical– Loyal to self– Challenge and
meaning– Focused and
energized
– Interact with managers
– Free-spirited– Training
Organizational Considerations
Gen Y – just entering– NOW!– New challenges
– Work from home– Learn, grow– Feedback, trust– Experiential
incentives
Organizational Considerations
Summary
Organizational Considerations
Progress CheckTrue or False
1. .2. .3. .
Multiple Choice1. .:2. .:
Organizational Considerations
Progress CheckTrue or False
1. .2. .3. .
Multiple Choice1. .:2. .:
Organizational Considerations
Great Places to Work fo– Read the excerpt– Notations about
• C = Culture• V = Value• B = behavior
Organizational Considerations
Overall Summary– Culture– Values– Recognition– Behaviors– System– Multiple generations
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