our recognition strategy · recognition is a flagship program under ccr 6 our recognition strategy...
TRANSCRIPT
1
Strategic Recognition in Turbulent Times
Michael Tatelbame
Director, Recognition and Rewards
RPI 12th Annual Conference 2009
2
• 3,000 flights to 200 domestic and international locations a day
• Hub locations: Los Angeles, San Francisco, Denver, Chicago and Washington, DC
• 48,000 employees
– 15,000 Flight Attendants
– 6,500 Pilots
– 17,000 Customer Service Agents
• 6 union groups
A Brief Overview of United
3
Recognition is one of United’sTotal Rewards Strategies
VP, Total Rewards
Michael Tatelbame
Director, Recognition and Rewards
Jeff Hughes
Creative Designer
Jaci Charbonneau
Recognition Assistant
Open
Consultant, Total Rewards
Compensation Benefits
4
We are “Focused on 5”
5
• Leadership
– Senior Alignment (top 250)
– Transformation (middle and front-line)
• Inclusion
– Shared Operational Goals
– Employee Idea Center
• Recognition
• Employee Communications
• Enablement
– Work environment, tools and technology
Flagship Programs
Recognition is a Flagship Program under CCR
6
Our Recognition Strategy
In 2008, our recognition strategy was to design recognition programs:
– aligned with enterprise, division, and local strategy and goals
– linked to employees and customers
– to enable our leaders to provide effective recognition
– to drive employee pride
2
7
2009: Link Recognition to the Focus on 5
In 2009, we are building to the foundation by:
– Aligning all of our recognition efforts around the Focus on 5
– Ensuring that the recognition programs:• Align employees with United’s success• Reinforce desired behaviors and outcomes• Demonstrate care and respect
– Focusing accountability: • Enterprise-level resources targeted to a few, critical programs
managed centrally. • Enhance tools, guidelines and resources provided to leaders to
allow for greater consistency while encouraging local creativity.
8
Recognition is an investment!
Although the airline industry struggled in 2008 with the fuel crisis and in 2009 with declining demand, United views recognition as a smart investment in retaining our high performing employees.
9
Funding
Enterprise Recognition:
� $1.5M to support enterprise-wide programs and the creation of tools and resources to enable leaders to locally recognize their employees.
Local Level:
� 2008: $20 per employee to reinforce desired outcomes and behaviors through employee recognition.
� 2009: $50 per employee at the local level.
10
A look at some of our programs
11
DOT Service Basics Courteous, Caring, Respectful
Safety
Focus on 5
A: 14:
Eligible employees earn up to $100/month based on United’s A: 14 performance.
STAR:
Station recognition for STAR performance.
Voice of the Customer:
Recognizing employees acknowledged by United’s customers.
Milestone Awards:
Recognizing employees celebrating 25 + years of service with a gift selection.
Military Leave:
Recognizing employees when embarking upon, and returning from, military service.
Safety Leadership:
Criteria-based safety recognition program.
Chairman’s Award:
Annual event to recognize United’s employees based on nomination criteria.
Officer Recognition:
Systematic approach for Officers to recognize employees on station visits.
2009 Employee Recognition:The Critical Few Programs Aligned with the Focus on 5
12
Leader tools in support of $50 allocation/employee recognition
On-line Recognition Tool:� Every leader with direct reports expected to recognize at least one
employee/week using the on-line tool.� Leaders can order certificates, awards and gift options for employees
aligned with the Focus on 5. � Reporting and tracking the # of employees recognized by location, division
and core performance imperative.
United Branded Items/Recognition Toolkits:� Leaders with direct reports expected to recognize at least one
employee/day using a branded note card and/or a small United branded item.
Celebration Guidelines:� Leaders are expected to recognize all milestones with a celebration. � Quarterly celebrations held in recognition of attaining division goals and/or
successful results with the core performance imperatives.
3
13
Recognition is Clearly Defined as a Leadership Responsibility
14
Recognition defined in theLeadership Guiding Principles
• Recognizes Individual and Team Accomplishments
• Actively supports recognition programs
• Develops and implements recognition
Outstanding
15
Leadership Training to Engage our Employees
2-day leadership training includes recognition module and hands-on practice using recognition toolbox
16
Recognition Beyond 2009
• Recognition team moves to more of a consultative approach and less program design
• Formal review of programs and ROI
• Refinement and enhancement of programs
• Supporting leaders to engage employees through effective and meaningful recognition
17
Contact Information:
Michael Tatelbame
Director, Recognition and Rewards
847-700-2097