When you think
education and training is the next steps to take with making real recognition
happen where you work, there are a few things to take into consideration first
before planning the training program.
In fact, if you
prepare yourself and the prospective learners properly, then they will better
learn how to give more meaningful and effective recognition to those they work
preparation also impacts those involved in designing and developing the
learning curriculum and planning the right methods of delivery.
Let’s get ready
to educate your employees about recognizing one another the right way.
Effective use of
recognition programs and exemplary recognition practices are always driven by your
company’s organizational culture. Your culture must stimulate the positive
actions you want to see happening to get more people recognizing others more
frequently. Look at these Top 10 Ways to Drive Recognition Through Your Culture
to spark greater engagement.
Leaders need to own developing company culture. They are the ones who can see the big picture and the corporate vision. Leaders must not only drive organizational culture but also align it with the company business strategy, people strategy, and even your recognition strategy.
How leaders act and what they focus on determines your culture. Leaders must visibly demonstrate daily actions of recognition expressions and celebrating achievements. What employees see their leaders positively doing they will strive to emulate. It is much easier to follow good examples.
Establish a strategic recognition team/committee. Draw upon a diverse and inclusive representation of leaders and employees to steer the integration of recognition into all facets of work life practices. Have them flag any discrepancies with positively living the company culture from top to bottom.
Frame the value of recognition giving and start a movement. Encourage a small number of leaders and employees to become ambassadors of recognition giving. Commit them to passionately appreciate people for the great things being done. Show them how to effectively use your programs.
Expand recognition through company networks. There will be leaders and different departments whose people are better at recognition giving than others. Provide them the chance to share through email broadcast, printed articles, and video interviews how, and why, they are such good recognizers.
Evaluate your stated organizational values and beliefs. People leave and change and so do the way things are done. Your company values may need to be evaluated and revised to fit better. Staff must then identify whether their personal beliefs still mesh with the company’s values and direction.
Create unifying symbols of recognition for everyone. Ensure symbols of recognition are reinforced through branding and meaningful program names. Consider using social badges on your recognition website. Have branded tangible gift items available to acknowledge your employees achievements.
Set simple goals to achieve quick wins. Invite people to set realistic goals for how often they will give better and more effective recognition. Use forum pages or online social collaboration tools to share progress. Or post successes and what you’ve learned through your social recognition program.
Influence your culture through learning. Do what you can to create continuous learning opportunities to develop your culture and recognition giving skills. Get your learning development experts to utilize every available informal and formal learning method to enhance culture and recognition.
Call out the cultural expectations for recognition giving. Use all available communication channels to invite everyone to be true to your culture. Ask staff to gently remind colleagues when they’re not doing or saying things consistent with what your company believes. Recognize those who live it!
Previously published by the author in Incentive Magazine
We need greater accountability for the success of our incentive programs. Planning to calculate the ROI of incentive programs from the start will help us focus on results. Following the Top 10 Ways to Measure the ROI of Incentive Programs will be a handy checklist to ensure the success and ROI of your incentive programs.
1. Identify the problem you want incentivized. Assess the current performance problem to determine the needs, conduct a gap analysis, and look for potential improvements you think could be incentivized. Too many accidents, not enough sales, losing too many people, or not reaching performance targets.
2. What are the costs of the problem? Analyze the direct and indirect costs currently associated with the identified performance problem or need. Like: What are salary and operational costs for a retail store? What are turnover costs? What is the number of lost-time days due to accidents?
3. Determine the achievable objectives. Propose one or two key measurable objectives to be targeted by incentives. Example: percentage of reduced voluntary turnover; increased quarterly productivity indicators at retail stores; percentage of sales performance numbers; or, reduced number of annual accidents per year.
4. Figure out the best measures to use. Identify the specific behavioral measures you will use to determine the right program success measures. When you define the performance well enough you will know the behaviors you want more or less of. You’ll then know if the behaviors occur or not and how to measure them.
5. Calculate the costs of incentives. Project the overall costs associated with conducting an incentive plan to improve the performance problem. Determine the value of incentives, the frequency or number of behaviors required for an incentive, the time period of the incentive plan, and multiply to determine total costs.
6. Keep tabs on budget spend. Monitor the costs associated with producing the improved performance results along with implementing the incentive plan. ROI is about return on investment of monies spent, which includes administration costs, monitoring, data collecting, and analysis.
7. Gather the data you need. Collect baseline data of target performance results from the period before the incentive plan began as well as during the implementation period (e.g. year before versus current year). Do as much as you can before the incentive plan so you can deal more with data following implementation.
8. Create a before and after analysis. Analyze and calculate the costs of the targeted performance problem before and after the incentive plan. Here you monetizing as much of the data as you can. Make friends with the folks in finance to help you put a dollar figure on as many data points as is possible.
9. Consider reasons for the success, or not. Give a general interpretation of the results observed of performance outcomes achieved while using incentives. This is putting the human observation and deductive reasoning as to whether things worked or not. Your hypothesis can then be validated by the data collected.
10. Work out the ROI. Calculate the actual return on investment. The math is easy: It’s the estimated dollar amount of the impact made by the incentive plan minus the combination of the annual incentive payout costs plus administration costs, then divide the previous total by the impact dollar amount, and finally multiplied by 100. Previously published in Incentive Magazine
An area of concern when conducting workshops around learning recognition-giving skills is ensuring learners will apply the learned skills back on the job.
Below are my recommendations I use with participants in my learning sessions.
Set up your workshop or seminar session so that attendees sit in table groups with fellow learners. Where possible, try to get a diversity of attendees at each table so they’re not sitting with everyone they know from their own department or work team.
Towards the end of the training session the final activity is choosing a realistic and manageable goal to implement a recognition specific skill or principle learned from the session over the next 30-days. The expectation is that you will follow up with each group’s participants to gather team results and compile a transfer of learning report.
This is the best way to get people to apply the recognition skills they learn in training into their jobs. Consider the following steps in making a transfer of learning a success.
Typical steps for creating a business strategy require senior leadership team involvement, analysis of previous financial and operational goals and outcomes, and direction as far as the future state of where the company should be heading.
Having a written recognition strategy puts recognition practices and programs on the same level as a corporate business strategy.
But what if you don’t have the luxury to get senior leaders and a sampling of departmental or business unit leaders in the same room? If you can’t facilitate and collaborate with others to create a recognition strategy document, what should you do?
I will show you how to create a quick and easy recognition strategy with a basic structure and outline, along with some questions to ask yourself as a guide. Are you ready? (more…)
Organizations need to do a much better job of aligning recognition practices and programs with the great things their employees do.
The 2017 WorldatWork Trends in Employee Recognition Survey showed that above-and-beyond performance recognition programs were offered by 77 percent of the organizations surveyed. The challenge with above-and-beyond programs is that so few employees can ever be “above-and-beyond” at any one time. This leaves a lot of employees out in the cold, so to speak, from being recognized for positive actions.
WorldatWork results also revealed how only 51 percent of the companies offered programs to motivate specific behaviors.
In the past five years, recognition programs used to motivate specific behaviors, have risen from the fourth most used type of program to now being in the third position. However, even with this apparent popularity rise, behavioral type recognition programs only recognized 25 percent of employees, on average, in the past 12 months of the survey.
How can you, as a recognition program leader, use your recognition programs to consistently reinforce positive behaviors and lift workplace performance? (more…)
Getting managers to consistently give meaning, memorable, and motivational recognition is going to take time and a desire for them to want to improve.
Leave those managers alone who say they don’t want to change. For them, it is a matter of looking at their engagement, performance, and retention results. Then their manager can hold them accountable for having to improve when their performance reviews are conducted.
Your time can be better spent helping those who want to improve and show them how to become better recognizers. (more…)
If any of you were ever in Boy Scouts or Girl Guides, or you currently have children in these programs now, you’ll be familiar with merit badges.
A merit badge is typically a round or geometric shaped material badge, with a symbolic image, representing more than a 100 achievement areas. You can learn about sports, crafts, trades, the outdoors, business and many other areas.
They are awarded to youth based on fulfilling a required list of activities and study in any chosen area.
Does anyone remember when Microsoft® Xbox 360 came on the scene back in 2005? That is when they first introduced the idea of digital badges as an achievement system within online games.
Badges are all the rage in the world of gamification with playing video games and online learning.
Today, digital badges use visual representation of real-world accomplishments such as running marathons or with certifying learning on instructional sites like Khan Academy.
I would advocate that badges are a great way to acknowledge people for living company values and accomplishing specific strategic goals.
What is the benefit from incorporating badges into your online recognition programs? (more…)