Transcript PRESENTATION TITLE HERE - HRA-NCA

STRATEGIC RECOGNITION –
THE KEY TO ENGAGEMENT
OCTOBER 15, 2013
HERB BROWN
Director, Business Development
540-972-5557 | [email protected]
www.mcfrecognition.com
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WHAT WE WILL COVER TODAY
THE REAL PRIZE IS ENGAGEMENT
GENERATIONAL DIFFERENCES
BUILDING A CULTURE OF RECOGNITION
DEVELOPING A STRATEGY
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THE REAL PRIZE IS ENGAGEMENT
GENERATIONAL DIFFERENCES
BUILDING A CULTURE OF RECOGNITION
DEVELOPING A STRATEGY
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ENGAGED EMPLOYEES ARE CRITICAL
Companies with highly engaged employees
grew revenues 2.5x more than others.
Deliver Better Performance
Strive to go above and beyond
Focus on personal growth and long-term goals
Others
Highly Engaged
Employees
EMPLOYEES
Feel strong emotional bonds to the company
Recommend the organization to others
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HIGH PERFORMANCE VS. LOW
PERFORMANCE ORGANIZATIONS
WHEN 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 DISENGAGED
Arrive late and leave early
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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 ENGAGED
Arrive 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 ENGAGED
Come 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. RECOGNITION
2. Career Development
3. Direct Supervisor/Manager Leadership Abilities
4. Freedom to Succeed and Contribute to the
Organization’s Success
5. The Ability to Do What I Do Best
- Kevin Sheridan: Building a Magnetic Culture
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RECOGNITION IS THE HIGHEST
ENGAGEMENT DRIVER BY HOW MUCH?
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?
A. 0.5 times
B. 1.1 time
C. 5 TIMES
D.100 times
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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.”
KEVIN SHERIDAN
Building a Magnetic Culture
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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.”
AON HEWITT
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THE REAL PRIZE IS ENGAGEMENT
GENERATIONAL DIFFERENCES
BUILDING A CULTURE OF RECOGNITION
DEVELOPING A STRATEGY
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APPRECIATING A
MULTIGENERATIONAL WORKFORCE
FOR THE FIRST TIME IN HISTORY…
WE HAVE 4 GENERATIONS IN THE WORKFORCE
154,316,000
PEOPLE
IN THE WORKFORCE
SOME CHARACTERISTICS
DEDICATED
TEAMORIENTED
SELFRELIANT
TECHSAVVY
LOYAL TO:
LOYAL TO:
LOYAL TO:
LOYAL TO:
COMPANY
PROFESSION
FAMILY
GROUP
WHAT DEFINES THIS GENERATION?
BELIEVES IN
HARD WORK
& SACRIFICE
TEND TO BE
OPTIMISTIC
TEND TO BE
CYNICAL,
PESSIMISTIC
USED TO
INSTANT
GRATIFICATION
UNCOMFORTABLE WITH
CHANGE
OFTEN
DEFINED BY
JOB
COMFORTAB
LE WITH
CHANGE
COMFORTABLE
WITH MULTITASKING
RECOGNITION MESSAGES
SHARE HOW
THEIR LOYALTY
HAS HELPED
BUILD A GREAT
COMPANY.
RECOGNIZE
THEIR
EXPERIENCE
AND INSIGHT.
LET THEM
KNOW THEIR
EFFORTS AND
EXPERTISE
HAVE MADE A
DIFFERENCE
AND THEIR
OPINIONS ARE
VALUED.
PRAISE HOW
THEY CAN BE
RELIED UPON
TO GET THE
JOB DONE ON
THEIR OWN
SCHEDULES.
THIS GROUP
WORKS TO LIVE.
CONNECT
RECOGNITION
TO THEIR
PERSONAL
AND CAREER
GOALS. TALK
ABOUT THEIR
CREATIVITY
AND ABILITY
TO MULTI-TASK.
GENERATION X & Y RECOGNITION
“Generations X and Y work
hard and they want honest
feedback and recognition.”
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
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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.”
GARY KELLY
Chairman, President & CEO
Southwest Airlines, Sept.2013
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IMPORTANCE OF CULTURE AT
STARBUCKS
“…we’ve been able to create
this environment that has
great universal appeal…The
‘secret sauce’ is the culture
and values of our company.”
GARY SCHULTZ
Starbucks CEO, USA Today
article, Sept. 16, 2013
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CAN RECOGNITION HELP
RESHAPE A CULTURE?
A MULTI-NATIONALORGANIZATION
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A BEST IN CLASS EXAMPLE:
RADIO FLYER
VISION
To be the world’s most loved children’s brand
MISSION
To 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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A BEST IN CLASS EXAMPLE:
RADIO FLYER
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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THE REAL PRIZE IS ENGAGEMENT
GENERATIONAL DIFFERENCES
BUILDING A CULTURE OF RECOGNITION
DEVELOPING A STRATEGY
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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 OBJECTIVES
THESE 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
CONSIDER BOTH FORMAL & INFORMAL INITIATIVES
THE IDEAL MIX:
70% formal, 30% informal
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AN EVALUATION TOOL
Recognition Resources 2013
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AN EVALUATION TOOL
Recognition Resources 2013
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AN EVALUATION TOOL
Recognition Resources 2013
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AN EVALUATION TOOL
Recognition Resources 2013
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AN EVALUATION TOOL
Recognition Resources 2013
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4. CONSIDER YOUR SUCCESS
MEASURES
SUCCESS 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 STRATEGY
WHO IS THE BEST TO NOTICE RECOGNIZABLE
EFFORTS “IN PRACTICE”?
Multi-location teams
Managers in different locations
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6. EDUCATE MANAGERS &
SUPERVISORS
Generational 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 EFFORTS
THE “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
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
WHAT?
HOW?
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8. MAKE RECOGNITION AN
EVENT - NOT A FUNCTION
DESINGN & 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 AWAYS
The 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 BROWN
Director, Business Development
540-972-5557 | [email protected]
www.mcfrecognition.com