strategic recognition – the key to engagement

STRATEGIC RECOGNITION – THE KEY TO ENGAGEMENTOCTOBER 15, 2013

HERB BROWNDirector, Business Development540-972-5557 | brownh@mcfvirginia.comwww.mcfrecognition.com

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THE REAL PRIZE IS ENGAGEMENT

GENERATIONAL DIFFERENCES

BUILDING A CULTURE OF RECOGNITION

DEVELOPING A STRATEGY

WHAT WE WILL COVER TODAY

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THE REAL PRIZE IS ENGAGEMENT

GENERATIONAL DIFFERENCES

BUILDING A CULTURE OF RECOGNITION

DEVELOPING A STRATEGY

ENGAGED EMPLOYEES ARE CRITICAL

EMPLOYEES Deliver Better Performance

Strive to go above and beyond

Focus on personal growth and long-term goals

Feel strong emotional bonds to the company

Recommend the organization to others

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Companies with highly engaged employees grew revenues 2.5x more than others.

Hig

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HIGH PERFORMANCE VS. LOW PERFORMANCE ORGANIZATIONSWHEN COMPARED WITH LOW-ENGAGED WORKFORCES, HIGH-ENGAGED WORKFORCES HAVE…

12% higher customer metrics

18% higher productivity

16% higher profitability

37% lower absenteeism

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HOW ENGAGED ARE EMPLOYEES?

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HOW ENGAGED ARE EMPLOYEES?

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ACTIVELY DISENGAGEDArrive late and leave early

Miss more work days

Collect a paycheck while complaining

Focus on problems

Believe the company does not value them

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AMBIVALENT OR NOT ENGAGEDArrive on time and leave on time

Rarely if ever “go the extra mile”

Shy away from lead roles

Unlikely to volunteer for assignments

The most easily influenced by their co-workers

engagement levels

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ACTIVELY ENGAGEDCome in early and stay late

Help co-workers and other departments

Go “above and beyond”

Feel a sense of pride in their work

The creative force behind everything good that happens

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QUESTION…WHO IS RESPONSIBLE FOR EMPLOYEE ENGAGEMENT?

A. Managers

B. Employees

C. A Combination of Managers & Employees

D. Someone Else

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WHO IS RESPONSIBLE FOR ENGAGEMENT?

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THE TOP 5 ENGAGEMENT DRIVERS

1.RECOGNITION2.Career Development3.Direct Supervisor/Manager Leadership Abilities4.Freedom to Succeed and Contribute to the

Organization’s Success5.The Ability to Do What I Do Best

- Kevin Sheridan: Building a Magnetic Culture

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A. 0.5 times

B. 1.1 time

C. 5 times

D.100 times

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RECOGNITION IS THE HIGHEST ENGAGEMENT DRIVER BY HOW MUCH?

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A. 0.5 times

B. 1.1 time

C. 5 TIMES

D.100 times

RECOGNITION IS THE HIGHEST ENGAGEMENT DRIVER BY HOW MUCH?

THE BENEFITS OF RECOGNITION

“Organizations with a culture of recognition have employees who are 7x more likely to stay with the company and 11x more likely to feel completely committed to their jobs.”

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KEVIN SHERIDANBuilding a Magnetic Culture

WHEN WAS THE LAST TIME YOU RECOGNIZED SOMEONE?

“Employee engagement increases by 20% if managers recognize their employees weekly instead of monthly and increases by another 35% if managers recognize daily.”

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AON HEWITT

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THE REAL PRIZE IS ENGAGEMENT

GENERATIONAL DIFFERENCES

BUILDING A CULTURE OF RECOGNITION

DEVELOPING A STRATEGY

APPRECIATING A MULTIGENERATIONAL WORKFORCE

154,316,000 PEOPLE IN THE WORKFORCE

FOR THE FIRST TIME IN HISTORY…WE HAVE 4 GENERATIONS IN THE WORKFORCE

SOME CHARACTERISTICS

DEDICATED TEAM-ORIENTED

TECH-SAVVY

LOYAL TO: COMPANY

LOYAL TO: PROFESSION

LOYAL TO: GROUP

SELF-RELIANT

LOYAL TO: FAMILY

WHAT DEFINES THIS GENERATION?

BELIEVES IN HARD WORK & SACRIFICE

TEND TO BE OPTIMISTIC

TEND TO BE CYNICAL, PESSIMISTIC

USED TO INSTANT GRATIFICATION

UNCOMFOR-TABLE WITH CHANGE

OFTEN DEFINED BY JOB

COMFORTABLE WITH CHANGE

COMFORTABLE WITH MULTI-TASKING

RECOGNITION MESSAGES

CONNECT RECOGNITION TO THEIR PERSONAL AND CAREER GOALS. TALK ABOUT THEIR CREATIVITY AND ABILITY TO MULTI-TASK.

LET THEM KNOW THEIR EFFORTS AND EXPERTISE HAVE MADE A DIFFERENCE AND THEIR OPINIONS ARE VALUED.

SHARE HOW THEIR LOYALTY HAS HELPED BUILD A GREAT COMPANY.RECOGNIZE THEIR EXPERIENCE AND INSIGHT.

PRAISE HOW THEY CAN BE RELIED UPON TO GET THE JOB DONE ON THEIR OWN SCHEDULES.THIS GROUP WORKS TO LIVE.

GENERATION X & Y RECOGNITION

“Generations X and Y work hard and they want honest feedback and recognition.”

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KATHIE PASQUARELLA Director of Training & Education, Trinity

Health System, (Steubenville, OH)

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THE REAL PRIZE IS ENGAGEMENT

GENERATIONAL DIFFERENCES

BUILDING A CULTURE OF RECOGNITION

DEVELOPING A STRATEGY

PEOPLE & CULTURE AT SOUTHWEST AIRLINES

“…we don’t think of ourselves as a Company of planes. We are a company of People. …transporting you…is what we do. How we do it and who we are, our ‘secret sauce’ is found in our single greatest asset – our People.”

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GARY KELLYChairman, President & CEOSouthwest Airlines, Sept.2013

IMPORTANCE OF CULTURE AT STARBUCKS

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GARY SCHULTZStarbucks CEO, USA Today

article, Sept. 16, 2013

“…we’ve been able to create this environment that has great universal appeal…The ‘secret sauce’ is the culture and values of our company.”

CAN RECOGNITION HELP RESHAPE A CULTURE?

A MULTI-NATIONALORGANIZATION

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A BEST IN CLASS EXAMPLE:RADIO FLYERVISIONTo be the world’s most loved children’s brand

MISSIONTo bring smiles to kids of all ages and to create warm memories that last a lifetime

VALUES The Little Red Rule

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THE LITTLE RED RULE

Integrity in all we do

Accountability to ourselves and others

Passion for excellence

“Can Do” attitude

Fast, friendly and effective service

Having fun, spreading smiles

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A BEST IN CLASS EXAMPLE:RADIO FLYER

Their culture and recognition strategy is built around each item of their vision, mission and values

Their recognition motto…

CELEBRATE WHAT YOU WANT TO REINFORCE

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A BEST IN CLASS EXAMPLE:RADIO FLYER

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THE REAL PRIZE IS ENGAGEMENT

GENERATIONAL DIFFERENCES

BUILDING A CULTURE OF RECOGNITION

DEVELOPING A STRATEGY

TODAY’S KEY TAKE AWAY

Understand the difference between RECOGNITION and REWARD…

Recognize Efforts – Reward Results

Build a strategy to recognize efforts not just results!

1. BUILD ON YOUR VALUES

VALUES ARE AN ESSENTIAL CULTURE DRIVER

How well do you believe yours are understood and adopted?

Consider developing a separate Rewards and Recognition brand to explain your VMV

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2. ADD IN YOUR CRITICIAL BUSINESS OBJECTIVESTHESE TWO ITEMS FORM A SOLID BASE OF A STRATEGY

Connect to your values if possible

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3. EVALUATE & CONNECT WITH EXISTING RECOGNITION INITIATIVES

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CONSIDER BOTH FORMAL & INFORMAL INITIATIVES

THE IDEAL MIX:

70% formal, 30% informal

AN EVALUATION TOOL

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Recognition Resources 2013

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Recognition Resources 2013

AN EVALUATION TOOL

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Recognition Resources 2013

AN EVALUATION TOOL

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Recognition Resources 2013

AN EVALUATION TOOL

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Recognition Resources 2013

AN EVALUATION TOOL

4. CONSIDER YOUR SUCCESS MEASURESSUCCESS CAN BE DIFFERENT THAN YOU THINK

“The Campbell Soup Engineering Story”

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APPLICATION: HOW DIFFERENT DOES SUCCESS LOOK IN HR?

SUCCESS CAN BE DIFFERENT THAN YOU THINK

To a Generalist or a Recruiter

A Director or Manager in Compensation or Benefits

The HR Executive

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5. CONSIDER “LINE OF SIGHT” IN YOUR STRATEGYWHO IS THE BEST TO NOTICE RECOGNIZABLE EFFORTS “IN PRACTICE”?

Multi-location teams

Managers in different locations

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6. EDUCATE MANAGERS & SUPERVISORSGenerational education

Recognize rather than criticize

Share successes in managers meetings

Some get it from day-1, others don’t

Practice makes perfect!

Be a resource for ideas

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TRAIN MANAGERS HOW TO RECOGNIZE EFFORTSTHE “SITES” FORMULA (EXPRESSED IN PUNCTUATION)

S or : When You “See” Something Worthy of Recognition

I or ?Next Step “Inquire” or Ask a Question

TE or ! “Thank & Expand”

S or # “Share” as appropriate Recognition Resources 2013

HOW?

7. CONSIDER EMPLOYEE PREFERENCES

RECOGNIZE IN PRIVATE & IN PUBLIC

Ask employees what they would like to be recognized for

How they would like to be recognized

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WHAT?

8. MAKE RECOGNITION AN EVENT - NOT A FUNCTIONDESINGN & COMMUNICATE

Develop a launch or re-launch strategy

Create fun events in connection with the launch

Try something new

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KEYS TO SUCCESS & TAKE AWAYSThe key takeaway…Recognize Efforts – Reward Results

Match recognition to values & CBI’s

Design in flexibility

Be a resource – offer ideas and help

Make recognition fun for everyone!

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HERB BROWNDirector, Business Development

540-972-5557 | brownh@mcfvirginia.comwww.mcfrecognition.com