Book - Recognition at Work
Book - Recognition at Work
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g
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G. Michael Barton, SPHR
Author of Culture at Work
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Whether you are just beginning to develop a recognition program in your organization or evaluating an existing program for future modification, this book outlines
a comprehensive process for aligning recognition programs with total rewards and
corporate strategy. Many checklists, evaluation tools and alternatives are provided
throughout the book, allowing any organization, large or small, to customize its
approach to employee recognition.
Karin Hollohan, CCP
Human Resources Manager, Colorado Springs Utilities
Business/Human Resources
www.worldatwork.org
$44.95 USD
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g
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G. Michael Barton, SPHR
Author of Culture at Work
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Acknowledgments
Editor/Project Leader
Dan Cafaro
Contributing Editors
Andrea Ozias
Barbara Parus
Bonnie Serino
Technical Reviewers
Daniel V. Lezotte, Ph.D.
Organizational Strategies Inc.
Research
Betty Laurie
Wendy McMorine
Design
Alan Luu
Kris Sotelo
Production Manager
Rebecca Williams Ficker
WorldatWork is the world's leading not-for-profit professional association dedicated to knowledge leadership in compensation, benefits
and total rewards. Founded in 1955, WorldatWork focuses on human
resources disciplines associated with attracting, retaining and motivating employees. Besides serving as the membership association of the
professions, the WorldatWork family of organizations provides education, certification (Certified
Compensation Professional CCP, Certified Benefits Professional CBP and Global
Remuneration Professional GRP), publications, knowledge resources, surveys, conferences,
research and networking. WorldatWork Society of Certified Professionals; Alliance for Work-Life
Progress (AWLP); and ITAC, The Telework Advisory Group are part of the WorldatWork family.
WorldatWork
14040 N. Northsight Blvd., Scottsdale, AZ 85260
480/951-9191 Fax 480/483-8352
www.worldatwork.org
2006, 2002 WorldatWork
ISBN: 1-57963-107-X
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Table of Contents
Introduction Why Should Organizations Offer Recognition Programs?
Figure 1: Employee Recognition Programs
Common Excuses for Resisting Recognition Programs
Objectives
Business Drivers
Figure 2: Common Excuses for Not Giving
Employees Recognition
1. Assessing the Current Organizations Readiness
Checklist for Identifying Key Stakeholders
Figure 3: Assessing Key Stakeholders
Completing the Readiness Process
Readiness Checklist
Determining Support from Above
Addressing the Various Impacts
Figure 4: Sample Cultural Audit
Figure 5: Sample Budget Items
Benchmarking Against Best Practices
Figure 6: Recognitions Impact on Revenue, Employee
Retention and Productivity
Figure 7:Checklist of Benchmark Parameters
Figure 8: Factors Used to Determine Fortunes
100 Best Companies to Work For
19
31
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47
71
6. Training Leaders
Ongoing Training Approaches
Providing Recognition to Leaders Who Complete Training
Figure 37: Talking Points for Employee Recognition
83
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91
113
125
141
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Communication Approaches
Figure 51: Summary of Recognition for Major Corporation
Program Successes
The Vanguard Group
Corporate-Level Recognition
Individual Recognition
Departmental Recognition
International Paper
Attendance Incentive
Contribution to Plant Performance
Safety Incentives
Service Recognition
Appendix
151
Trends in Employee Recognition 2005: A Survey of
Members of WorldatWork and the National Association
for Employee Recognition (NAER)
- Introduction and Methodology
- Summary of Key Findings
- Detailed Survey Results
- Section I. Screening Questions
- Section II. Strategy, Goals and Measures of Recognition
- Section III. Structure and Types of Recognition Programs
- Section IV. Program Administration and Support
- Section V. Recognition Program Communication and Training
- Respondent Demographics
2003 Recognition Survey: A Joint Survey by WorldatWork and NAER
- Methodology
- Summary of Key Findings
- Detailed Findings
- Recognition Strategy and Goals
- Types of Recognition Programs
- Program Administration
- Communication, Training and Award Presentation and Types
- Respondent Demographics
Recognition Log
References
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INTRODUCTION
Why Should Organizations
Offer Recognition Programs?
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FIGURE 1:
Type
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Description
Cash awards
Lump-sum bonus
Cash incentive
Additional paid time off
(employee benefit program)
Stock options
Paid trips
Stock award programs
Gift certificates
Specialized training (can be tied to the
tuition program)
Prize program tied to earning points
Concierge services (employee benefit
program that can be offered to recognize
employees over a specific time period)
Spot programs
Movie tickets
Small-dollar value items (company
merchandise, T-shirts, pens, key chains, etc.)
Paid meals
Balloons
Flowers
Tickets to special events
Symbolic
awards
Service awards
Quality awards
Recognition certificates
Plaques and trophies
Verbal
recognition
Thank-you card
This approach provides praise
directly to the individual or team. Testimonies from senior leadership
Customer feedback
Written congratulations placed in the
employees record
Public recognition
achievement and address those critical work-life needs. Even though these
programs appear to be the biggest growth area in the total rewards program,
some employers still resist addressing the critical need for recognition.
Common Excuses
for Resisting Recognition Programs
Individuals who see recognition as a program of the month challenge using
it as a long-term business strategy. According to these recognition assassins,
recognition programs only have temporary value to the employee and organization. These individuals refuse to believe that these programs are becoming
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Objectives
1. To provide a method for assessing the organizations readiness to
implement a recognition program
2. To offer a detailed approach for developing a recognition program
3. To review legal and tax requirements for providing a program
4. To develop implementation strategies and ongoing
management guidelines
5. To provide methods for evaluating program effectiveness
6. To identify ongoing resources and program references.
Business Drivers
There are many reasons to offer employee recognition programs. But
equally important to consider are the major business drivers. Recognition
does the following:
Is a valuable tool for recruiting and retaining qualified employees
Serves as a catalyst for improving customer service by reinforcing
positive employee performance
Rewards positive contributions to product and service quality
Provides a method for recognizing improvements in productivity
Positively impacts morale and loyalty to the organization
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FIGURE 2:
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Excuse
It has no long-term
value to the
employee.
Recognition leads to
built-in expectations.
It creates competition
among employees.
No one recognizes
me. (Note: This is an
excuse given by supervisors who are rarely
recognized.)
I feel uncomfortable
giving or receiving
recognition.
The employee is
already being paid for
doing his or her job.
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Recognition should
be reserved for the
performance
evaluation.
Recognition creates
confusion on what
should be recognized.
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1
Assessing the Current
Organizations Readiness
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____NO
____NO
____NO
____NO
____NO
____NO
7. Will this individual be actively involved in rolling out the new program?
___YES
____NO
8. Is this individual a major decision-maker in reviewing and approving
the program?
____YES
____NO
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____NO
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FIGURE 3:
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Key Stakeholder
Example Employee
Current Level
of Knowledge
Current Level
of Support
Low 1 2 3 4 5 High
Low 1 2 3 4 5 High
Action Step
Conduct Employee
Meetings
Survey Employees
Conduct Focus Groups
Managers
Solicit Input
on Plan Design
Conduct Training
Do Role Plays
Readiness Checklist
1 Does the organization have a commitment from top management to provide an employee recognition program?
___YES
___NO
2. Is the organization committed to soliciting input from employees, managers, customers and other key stakeholders regarding the design and
implementation of the program?
___YES
___NO
___NO
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4. Has the organization identified who will take the lead in designing,
communicating and implementing the program?
___YES
___NO
___NO
___NO
___NO
___NO
10. Does the organization have the ability to monitor the programs effectiveness and its impact on the organization?
___YES
___NO
Note: Total the yes and no responses. If there are eight or more yes
responses, the organization is ready to consider an employee recognition program.
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FIGURE 4: SAMPLE
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CULTURAL AUDIT
Instructions: For each of the following statements, circle a number to indicate your estimation of
the organizations present state or skill level to provide an employee recognition program.
Scale: 1 = Strongly Disagree
2 = Disagree
3 = Neutral (Neither Agree Nor Disagree)
4 = Agree
5 = Strongly Agree
1. There are few organizational barriers in offering an employee recognition program.
1 2 3 4 5
2. Managers have a good understanding of how to effectively recognize employees.
1 2 3 4 5
3. The organization has a history of providing appropriate communication about new programs
and other major changes.
1 2 3 4 5
4. The organization has a history of accepting change and acting on it in a positive manner.
1 2 3 4 5
5. Employees have a relatively high understanding of recognition programs and the work
behaviors that should be rewarded.
1 2 3 4 5
6. There is a commitment to provide time to train employees and managers about the
recognition program.
1 2 3 4 5
7. Our employees and managers would view implementing a recognition program as a
challenge, rather than a threat.
1 2 3 4 5
8. This program will be fully supported by the senior leadership of the organization.
1 2 3 4 5
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revenue. Organization A focused on how recognition affected customer service, employee performance and quality improvement. All three of those areas
then had a direct or indirect effect on net revenue.
Organization B was most concerned with employee retention. It was determined by Organization B that it cost approximately $20,000 to replace and
train a new employee. The recognition program in this case was responsible
for retaining 44 full-time equivalent employees (i.e., $880,000) based on historical turnover and employee feedback.
Organization C honed in on the relationship between recognition and
productivity. Based on a before and after comparison, the formal recognition
program implemented by Organization C increased productivity by 10 percent,
which resulted in a $504,000 net gain. The analysis of how recognition impacts
the business, of course, can be very detailed. However, the organization can get
a good idea of how the program is doing by conducting a four-step review:
Step One Link the program with organizational goals and needs. Chapter
2 will address goals and objectives in more detail. The circle diagrams looked
at three areas that have identifiable financial results (i.e., generated revenue,
turnover cost and productivity). The bottom line is to link the financial impact
with what is truly important to the organization.
Step Two Compare final plan costs to what was budgeted for recognition.
As with other total rewards programs, the cost for administering a recognition
program should be monitored and justified.
Step Three Review the plans financial impact with the executive team.
This gives the executive firsthand knowledge of how the program is performing from a financial perspective. The financial impact generally leaves a more
lasting impression with executives than simply giving a summary of how
many employees were recognized during the previous quarter.
Step Four Use the review process to determine if the program should
be revised, eliminated or continued in its present form. The analysis should
provide data that indicate if employee recognition is worthwhile financially. To
compare the programs impact, a number of valuable benchmark resources can
be used.
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FIGURE 5:
Key Financial
Area(s)
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ADMINISTRATIVE
SUPPORT
Program coordinator
Program assistant
Clerical support
Trainer/educator
EQUIPMENT
Computers
Printers, monitors,
scanners
Audio-Visual
Equipment
Office furniture
Training
SOFTWARE
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SUPPLIES
Office supplies
Program brochures
MARKETING
Creative design
Printing costs
PROGRAM COST
Program
Formal recognition
program
The organization will need to establish dollar limits before implementation. Even small organizations will need to invest a minimum of $10,000
for the recognition to have any impact. An offset would be to tie the
program to measurable outcomes such as customer satisfaction.
Informal or
spot recognition
programs
The big offset for this type of program is the direct impact on morale.
A minimum investment of $5,000 is recommended because it indicates
commitment by the organization. Most large organizations may want
to cap this program at $100,000 for the first year of operation.
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FIGURE 6:
ORGANIZATION A
Less
Equals
Recognition
Program Cost
$124,000
Net Revenue
Gain $200,000
Net Gain
$76,000
ORGANIZATION B
Less
Reduced
Turnover
Savings
$880,000
Equals
Recognition
Program Cost
$511,000
Net Gain
$369,000
ORGANIZATION C
Equals
Less
Value of I30
ncreased
Productivity
$1,250,000
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Recognition
Program Cost
$746,000
Net Gain
$504,000
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____ Time Frame: Do we want to compare annual, quarterly or, if available, monthly data?
____ Revenue Size: Is it important to seek data from organizations with comparable revenues?
Note: In some cases it is more important to seek out companies with larger or smaller revenue
sizes to have a frame of reference of what works well in organizations that have the financial
ability to offer different levels of benefits.
____Product/Service: Do we want to compare to organizations in the same line of business?
____ Number of Employees: Will we want data from organizations that have a comparable
size workforce?
____Profitability: What level of profitability, return on investment or other financial indicator do we
want to compare against?
____Employee Turnover: How does the industry turnover rate compare to our rate after implementing a recognition program? How does recognition impact employee turnover in other
comparable organizations?
____Current Programs in Place: Do we simply want to review how other organizations with current
recognition programs are doing?
____Quality Outcomes: How has employee recognition impacted quality in comparable
organizations?
____Service Initiatives: How has recognition affected service delivery and customer satisfaction in
other organizations?
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FIGURE 8:
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2
Establishing Program Objectives
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Identify Responsible
Parties
Develop Easily
Understood Eligibility
Criteria
Build In Cost
Containment Features
Communicate Programs
Importance
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person needs to be seen as an objective resource who can bridge the needs of a
diverse workforce.
The employee recognition team has the chief responsibility of assisting
the program coordinator in developing and implementing the recognition
program. This team consists of eight to 10 key individuals who have a direct
interest in the programs success. The composition of the team depends on
the design and needs of the organization. A typical team could include
leaders and key executives from the following areas of responsibility (Note:
Not all of the disciplines listed need to be permanent team members):
Finance
Human resources
Marketing
Operations
General services
Legal compliance (Note: This can be the organizations legal counsel
or compliance officer)
Payroll
Administration.
It is important to have a recognition team that has individuals who are
committed to recognition and want to serve as the programs chief architects
and torchbearers. Before accepting assignment on the team, each individual
should answer the following honestly:
1. Do I have enough time to commit to this program? Note: The initial
time commitment would be 40 to 60 hours to plan and implement
the program. Ongoing commitment is four to eight hours monthly to
review program progress with the coordinator.
2. Am I really committed to implementing a recognition program?
3. Do I feel recognition is important for the organization to carry out now?
4. Am I prepared to support the program to top management and the
board if necessary?
5. Will I be comfortable being a member of a highly visible and possibly
controversial team?
Before serving on a recognition team, the individual must be able to
respond yes to all five of the above questions. The team also can assist in
developing training approaches that will address the specific needs of individual
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FIGURE 10:
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Roles and
Responsibilities
Principal Accountabilities
Program Design
Policy Formulation
Communication
Training
Program/Legal
Compliance
Monitoring
Ongoing Coordination
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departments/units. This is especially important since each department/unit generally will have varying degrees of support and understanding of the programs
impact. It will take a well-structured training effort to solidify the programs
impact and worth to the individual. A recognition team, by virtue of its diversity
and makeup, should be able to identify what will work best for a particular
department or geographic location. Finally, the team functions as a creative cabinet to the program coordinator. Creativity will keep the program fresh and kindle enthusiasm from key stakeholders.
While the program coordinator and recognition team provide guidance and
direction, the final responsibility for the program rests with those individuals
who are performing and observing excellent work performance. Figure 11
(Page 24) addresses the all-important question regarding recognition: Whose
job is this? It is not too surprising that the ultimate responsibility for a good
recognition program permeates throughout the organization. Those responsible include executives, managers, employees, customers, guests, vendors and
even the employees family members.
The six statements addressed in Figure 11 are intended to emphasize the
importance of including a wide range of key stakeholders in managing the
program. Many times organizations forget the importance of the employees
family. The family often knows firsthand the contributions its loved one
makes to the organization. As the program is implemented, the family should
be kept informed about what it takes for the employee to be rewarded. The
family then can lend its support to the program, generally making it more
exciting and plausible for the employee.
Finally, recognition is the responsibility of everyone who comes in contact
with the organization. The key stakeholders identified in Figure 11 are merely
a few examples. Ultimately the companys CEO is responsible for any programs success. The CEO must fully support and extol the virtues of having
employee recognition in place. If possible, the CEO either should select the
program coordinator and/or the recognition teams members. The CEO
should be kept informed and be involved in the program development and
implementation. This involvement sends the message throughout the organization that everyone is responsible for the programs success.
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FIGURE 11:
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Response
Executives
Agree
Managers
Employees
Board
members
Disagree
Executives
Agree
Managers
Employees
Customers
Guests
Vendors
Disagree
Co-workers
Agree
Managers
Employee family members
(Note: Involving the
family can give support
and uniqueness)
Disagree
Employees
Agree
Managers
Community leaders
Customers
Disagree
Employees
Agree
Managers
Disagree
Executives
Agree
Managers
Employees
Customers
Disagree
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PROGRAM OBJECTIVES
Note: To make them effective tools, all four objectives are specific and measurable.
The approval/review level column for key stakeholders has three priority levels:
Level 1: Final Approval
Level 2: Feedback and Review
Level 3: Informational Only
Key Stakeholder Program Objectives
Review level
Approval/Review List
CEO
Recognition Team
Managers
Program Coordinator
Chief Financial Officer
Employees
Customers
Board Members
Vendors
1
1,2
2
1,2
1,2
2,3
3
1,2,3
3
CEO
Chief Marketing
Executive
Recognition Team
Program Coordinator
Managers
Employees
Customers
Board Members
Vendors
CEO
Chief HR Officer
Recognition Team
Program Coordinator
Managers
Employees
Board Members
Family Members
1
2,3
1,2
1,2
2,3
2,3
1,2,3
2,3
CEO
Chief HR Officer
Recognition Team
Program Coordinator
Recruitment and
Retention Committee
Managers
Employees
Board Members
1
1,2,3
1, 2
1,2
2,3
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2,3
1,2
1,2
2,3
2,3
2,3
1,2,3
3
2,3
2,3
1,2,3
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The information obtained from these questions will allow the organization to move forward with the process. It also links goals and objectives with
key program indicators.
Financial results
Quality
Service
Performance/Productivity
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organization must decide what is important to focus on during the first year of
the programs operation. Remember: Key indicators should be few and should
reflect what is important to the company.
These indicators could be used to measure the success of other total rewards
programs such as individual and organizationwide incentives. Focusing the
indicators on how recognition has impacted each strategic area is what
differentiates the application of the measures. For example, if employee morale
is a strategic area of focus, recognition could be tracked to determine if it truly
has had any impact on job satisfaction (e.g., opinion surveys, employee feedback and turnover). Again, selecting a few indicators and determining what is
important to measure are key in determining the programs impact.
After the organization establishes what to incorporate in the program, key
indicators then can be used to help monitor the programs impact on employees and the organization. Figure 14 illustrates that a solid recognition program
has various ways to influence the companys success. The organization should
FIGURE 13:
Strategic Area
KEY INDICATORS
Program Objective
Key Indicator
Target
Service
Excellent customer
service
Customer satisfaction
scores
Employee
Morale
Positive employee
morale
The organization is to
improve overall
job satisfaction score by
at least 10%.
Employee
Retention
Increased employee
retention
Reduce employee
turnover by 20% and
maintain a job vacancy
rate of less than 10%.
Performance/
Productivity
Improved employee
performance and productivity
Organizational and
employee
performance
Improve organizational
productivity by at least
5% and or employee
performance by 10%.
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FIGURE 14:
Strategic Area
Suggested Target/Measure
Financial Results
Return on investment
Cost per unit
Net revenue
Gross revenue
Bad debt expense
Nonsalary cost
At least 5%
Cost savings as determined by
program goals
A positive increase of at least 5% to 10 %
Increase of 10% of revenue
A positive reduction as determined by program goals
A positive reduction to be determined
Quality
Product defects
Quality improvements
Key quality indicators
Quality controls
Service
Performance/
Productivity
Employee performance
level(s)
Downtime
Output or service units
New product or service
development
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FIGURE 14:
Job Satisfaction
Employee Morale
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3
Integrating Recognition
into the Total Rewards Program
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Factor 1
Involve senior leadership in program design. In fact, the program coordinator and recognition team should provide a first draft of the program to senior
leadership for its input and review. By involving senior leadership, it prevents
the program from becoming branded as another feel-good program developed by the human resources department. Senior leadership should be
involved with five key areas:
1. Program goals and objectives: As discussed in Chapter 2, senior leadership must be supportive of the programs goals and objectives. The
goals and objectives should reflect the strategic themes that link the
organization to the program.
2. Key indicators: Senior leaders should be able to articulate what is
important to monitor to determine the programs success.
3. Incentives/Rewards: Senior leadership will need to approve the types
and amounts of monetary incentives and rewards. A budget also will
need to be developed for the program. Senior leadership will need to
review and approve the program budget.
4. Program eligibility: Senior leadership should help determine program
eligibility criteria. This includes identifying what behavior and performance will be recognized. It also includes who can do the recognition (e.g., managers, supervisors, peers, customers, etc.).
5. Program boundaries: Senior leadership should have input in establishing program boundaries. This includes establishing financial limits,
program responsibility, and time commitments to training employees
and managers about the program.
Factor 2
Incorporate funding requirements into the total rewards budget. In
Chapter 1, the financial impact of developing a program was identified.
Depending on the organizations size, program cost can range up to several
million dollars. The bottom line is that most recognition efforts represent a
major investment to the organization. This must be a planned investment
and not happen as the program unfolds. Most organizations provide inadequate funds when implementing their recognition efforts. This is a big
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mistake. The funding for a rewards and recognition program should be incorporated into the total rewards budget. Just like compensation and benefits
programs, recognition represents a vital part of the employees overall rewards
structure. Figure 15 (Page 34) provides a sample total rewards budget. The cost
of providing a recognition program in Figure 15 is 1 percent of total base
compensation (Note: This does not include the cost for annual bonuses that
may or may not be performance-based).
Some organizations will choose to fund at a higher or lower level than the
sample total rewards budget in Figure 15, but a recommended funding level
would be 1 percent to 7 percent of base compensation.
In the sample total rewards budget in Figure 15, recognition programs
were underestimated by $138,000. Unless monetary boundaries are carefully
established, it is common for organizations to project costs below what is
needed for the first year of operation. The first year is often exciting for
managers and employees. Recognition is a tool that can be used easily, and
rewards often are readily available to participants. For this reason, organizations should carefully assess their financial commitment and risk tolerance. If
recognition is to become a valuable motivational tool, it must be appropriately funded. Lack of funding can shut down a program in midyear, which will
leave participants wondering why the organization bothered implementing it
in the first place.
Factor 3
Integrate recognition with the organizations mission, values and operating
philosophy. The programs purpose should be built around the organizations
mission and basic values. Consider the fictitious organization (i.e., Major
Corporation) in the example and how it incorporates these important aspects.
Notice how the recognition program closely resembles all these important organizational aspects. For example, the recognition program must be value driven,
which means it must match the organizations culture. Some additional values
not addressed in the recognition link include the following:
Innovation promoting the creation of new ideas and changes
Quality Improvement encouraging process improvement
Exceptional Performance rewarding individuals who make
outstanding contributions
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FIGURE 15:
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Page 34
Actual
$35,000,000
1,750,000
2,100,000
1,400,000
2,000,000
$42,250,000
$34,942,000
1,775,000
2,100,000
1,450,000
1,950,000
$42,217,000
($58,000)
+25,000
0
+50,000
(50,000)
($33,000)
$3,232,125
565,000
200,000
$3,229,600
565,000
190,000
($2,525)
0
(10,000)
3,500,000
465,000
100,000
2,300,000
350,000
300,000
475,000
$11,487,125
3,475,000
475,000
100,000
2,320,000
336,000
290,000
475,000
$11,455,600
(25,000)
+10,000
0
+20,000
(14,000)
(10,000)
0
($31,525)
$320,000
30,000
$408,000
77,000
+$88,000
+47,000
65,000
120,000
60,000
50,000
15,000
$660,000
71,000
115,000
60,000
52,000
15,000
$798,000
+6,000
(5,000)
0
+2,000
0
+$138,000
$54,397,125
$54,470,600
+$73,475
Variance
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Page 35
Factor 4
Review current pay practices and rewards programs. All total rewards
programs should be reviewed before implementing a recognition program.
Some current programs may have some existing elements that can be incorporated into recognition. Figure 16 (Page 36) can be used to determine the
key elements. After completing this checklist, it should identify the programs
that should be incorporated into or replaced by a new recognition program.
Recognition at Work | 35
FIGURE 16:
Type
COMPENSATION
Base Salary
Merit Increase
Lump-Sum Increase
Group Incentive
Discretionary Bonus
BENEFITS
INCOME PROTECTION
Mandatory Programs
Unemployment
WorkersCompensation
Social Security
Voluntary Programs
Health
Dental
Vision
Retirement
Disability
Flexible spending
programs
TIME OFF
Paid Time Off
Paid Breaks at Work
WORK EXPERIENCE PROGRAMS
Child Care
Elder Care
Employee Assistance
Program
Financial Planning
Legal Assistance
Flexible Scheduling
36 | Recognition at Work
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Page 36
Direct Linkage to
Recognition
___YES
___YES
___YES
___NO
___NO
___NO
___YES
___NO
___YES
___NO
___YES
___NO
___YES
___NO
___YES
___NO
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Page 37
Recognition at Work | 37
FIGURE 17:
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Page 38
Methods of Measurement
Coaching
Encourages employees to
participate in problem-solving
and quality-improvement
activities
Employee Recognition
Number of documented
employee recognitions
during a specified period
Departmental morale
Departmental and organizational
performance
Teambuilding
Goal Development
Communication
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Page 39
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Page 40
40 | Recognition at Work
FIGURE 18:
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Page 41
$40,000
$3,000
$43,000
$3,500
$2,250
$2,100
$3,557
$500
$600
$200
$4,500
$500
$5,000
$22,707
$500
$750
$850
$500
$400
$400
$300
(Continued on page 43)
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Page 42
42 | Recognition at Work
FIGURE 18:
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Page 43
$400
$6,600
$72,307
FIGURE 19:
250
200
150
100
50
0
Jan
66
Feb
71
Mar
83
Apr
85
May
91
June
93
Jul
94
Aug
99
Sep
111
Oct
120
Nov
151
Dec
210
Recognition at Work | 43
FIGURE 20:
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Page 44
Summary of
Program Impact
Recognition
Ranking
Committee
Plan
Number of
Employees
Recognized
1,529 employees
Expand recognition
to reach 1,800
employees for next
year.
Program Costs
$450,000
Morale
Overall morale
improved by 15%
according to the
latest opinion survey.
The new recognition
program was cited as
a big reason for the
improvement.
Customer Satisfaction
Customer satisfaction
level remained the
same at 82%.
Focus program on
customer satisfaction
and reach 90% level.
Productivity
Productivity
increased 5% for the
last quarter.
Attraction, Retention
and Development
44 | Recognition at Work
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Page 45
Recognition at Work | 45
46 | Recognition at Work
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4
Selecting the Best
Recognition Alternatives
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Page 48
The key is to act upon what employees say they want in a recognition
program. Selecting the right recognition alternative(s) is vital to the programs
success. Some organizations choose to offer an expansive program that includes
a number of ways to recognize employees. Other companies limit the scope
and offer well-defined approaches to recognition. There really is no one best
approach. According to author Bob Nelson, there are 1,001 ways to reward
employees, and money is only one method. This chapter will explore how to
select alternatives that best fit the organizations needs. The companys cultural
needs and financial limitations restrict the number of desirable approaches.
48 | Recognition at Work
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FIGURE 22:
1:25 PM
Page 49
Instructions: Please take time to carefully answer this questionnaire.The organization is in the
process of developing a new employee recognition program for employees.Your input is vital to
the programs success. Survey results will be posted on our Web site (www.MajorCorp.com) and
on all bulletin boards throughout the organization. A survey summary also will be mailed to all
employees.Thank you for your input and continued support of Major Corporation.
Some statements in the questionnaire should be answered by circling the number (i.e., 1, 2, 3, 4
or 5) that comes closest to your opinion about the statement:
1 = Strongly Disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly Disagree
The other questions require a direct response from you. Please take time and give us your feedback on the open-ended questions.
Please mail completed questionnaires in the self-addressed envelope (attached). Again, thank
you for your participation.
1.The organization does a good job of recognizing employees who exceed expected
performance levels.
1
2. What could the organization do to recognize employees who make significant contributions?
Please elaborate:
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
3. Excellent customer service should be rewarded and recognized by the organization.
1
4. What types of positive customer behavior do you feel should be rewarded? Please elaborate:
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
5.Management does a good job of recognizing employees for their contributions to the organization.
1
Recognition at Work | 49
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6. Please rank the importance of each of the following in recognizing employees.The following
is the ranking scale that should be used.
1 = Very Important
2 = Somewhat Important
3 = Not Important At All
Type of
Recognition
Ranking of
Importance
Money
Time Off
Gift Certificate
Company Merchandise
Free Travel Getaways
Personal Thank-Yous
From Your Supervisor
Departmental Lunches
Fitness Center
Special Parking Places
Service Awards
Certificates of Recognition
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
3
3
3
8. What types of work performance should this program recognize? Please elaborate:________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
9. Who should recognize employees?
Senior Management
___Yes ___No
Department Directors
___Yes ___No
Supervisors
___Yes ___No
Co-Workers
___Yes ___No
Customers
___Yes ___No
Others (elaborate):
________________________________________________________________________________
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10. What is the best way to communicate the program to employees? Check all that apply:
___Letter sent to the employees home
___Payroll stuffers
___Internet
___Intranet
___Department meetings
___General employee sessions
___Recognition hotline
___Other methods:
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Page 52
One important reminder is that the best source of data remains the feedback
received from the organizations own employees. They will tell the company
what is important to them.
Program Design
Figure 23 (Page 53) details different program features that can be used in the
design of a recognition program. These program features are broken into two
major categories:
Programs Linked Directly with Other Total Rewards Programs These
formal programs are represented in the top half of Figure 23. Formal
programs are geared toward long-term recognition and have established
criteria and monitors. Some characteristics include the following:
- Direct link to the performance evaluation system
- More administrative oversight required
- Substantial cost investment
- Generally ongoing and seen as more objective by
employees.
Programs Focused on Immediate (or Spot) Recognition These
informal programs are represented in the bottom half of Figure 23.
Informal programs aim at immediate results and have fewer
guidelines and requirements. Some identified characteristics include
the following:
- Less training and communication required
- Less administrative oversight
- Less program investment
- Short-term in nature and viewed as more
subjective by employees.
When designing either type of program, it is essential that the organization
determine which features it wants to support and to what degree. As stated
previously, a company can have more than one approach to recognition. Both
categories represented in Figure 23 can be the basis to develop formal and
informal recognition programs. The intent is to recognize and motivate
employees. One approach to recognition will not work for everyone. Every
employee has different needs and preferences when it comes to recognition.
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FIGURE 23:
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Page 53
PROGRAM FEATURES
Fewer employees
are generally
recognized
Generally seen
as more objective
by employees
Substantial cost
investment
More
administrative
oversight
Requires
substantial
training and
communication
Characteristics of programs
linked directly with other
total rewards programs
More substantial
cash rewards
Long-term and
ongoing
More
regulated
Programs with
established criteria
and monitors
Directly linked
to performance
evaluation
system
Policy/program
driven
Program
features
Stand alone
program
Behavioral
Performance
Driven
Programs with
fewer guidelines and
requirements
Requires less
training and
communication
Less
regulated
Programs aimed at
immediate results
Less
administrative
oversight
Less program
investment
Characteristics of
programs focused on
immediate recognition
Opportunity to
reach a wide
range of
employees
Immediate and
short-term
Nominal cash
rewards
Viewed as more
subjective by
employees
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Page 54
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FIGURE 24:
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56 | Recognition at Work
FIGURE 25:
Cash
Approaches
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Non-cash
Approaches
Non-cash
Advantages
Cash Bonuses
Can be tied to
specific achievement
Service Award
Easy to administer,
and employees view
it as extra pay
Employee of the
Month
Provides public
recognition
Stock Ownership
Certificate of
Recognition
Provides personal
value to the employee
Paid Travel
Builds excitement
and fun
Flexible Work
Schedules
Allows employee to
build work schedule
around his/her needs
Gift Certificates
Telecommuting
Allows employee to
work at home
Recruitment Bonus
Employees help
recruit new employees
Company
Merchandise
Aligns
with the company
Educational Grants
Depending on plan,
can provide educational scholarships to
the employees family
Reserved Parking
Provides public
recognition
9/10/07
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Page 58
person involved in the achievement, how the individual was successful, when
the action occurred and where it happened.
Step 6 Establish guidelines for reinforcing positive behavior and desired
performance. (See Figure 27, Page 60.)
FIGURE 26:
Non-cash
Recognition
DECISION MATRIX
Cash Recognition
Cash Recognition
Cash Recognition
$400 - $500
$200 - $399
Senior Leadership
Chief Executive
Officer
Department Director
Supervisor/Manager
Department Director
Administrative Staff
Vice President
Senior Leaders
Board Members
Supervisor
Department Director
Work Leader
Recognition
Committee
Recognition
Committee
Recognition
Committee
Customers
Co-workers
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5. Identify what actions, behaviors and performance areas will qualify for
spot recognition.
6. Identify exclusions if appropriate.
7. Establish the procedures and guidelines that will be used to recognize
an individual.
Spot recognition is unique because it has elements that fit with both a
formal and informal program. It provides immediate recognition much like
an informal program but still has definitive structure like a formal program.
Figure 28 provides an example of the Star Card spot recognition program
that combines both cash and non-cash rewards in an easy to administer
format. The Star Card program guidelines are presented as follows:
Star Cards are given to employees who provide excellent service to
customers, visitors and fellow employees. Some examples of star
service include, but are not limited to, the following:
- Promptly responding to customer concerns
and questions
- Displaying extraordinary customer relations skills
according to feedback received from customers
- Exhibiting positive team skills that support the
work group and the organizations goals
- Going above and beyond the call of duty in delivering quality service as observed by the customer,
employees supervisor or a co-worker.
The supervisor or leader will give the Star Card on the spot to the
employee who has exceeded customer service standards.
Employees who receive a Star Card can return the card to HR to be
eligible for a monthly prize drawing worth $500.
After the monthly drawing is held, the Star Card is returned to
the supervisor, who will use it when preparing the employees
performance evaluation.
The star card program provides an inventive method of taking a
simple spot recognition program and building excitement while focusing on the critical goal of customer service. This program is a
win-win for the organization, the employee and the supervisor.
Recognition at Work | 59
FIGURE 27:
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Page 60
60 | Recognition at Work
FIGURE 28:
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Page 63
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Documenting Recognition
A well-documented recognition event helps the leader link it with the employees performance evaluation. The documentation also is important to employees
when they are seeking a promotion or job transfer. An individual who has a history of being recognized as an outstanding performer will have an easier chance
of moving up in the organization. Documented recognition (See Figure 31 on
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69) reinforces and encourages the employee to repeat his/her outstanding performance. It is a template for employees to use for future work behavior.
The most difficult task is focusing on specifics when documenting the
recognition. Figure 32 (Page 69) gives a few examples of how to be specific
when recognizing employees. Documentation should avoid general statements
about the achievement and instead use specific facts when describing the event.
OBSTACLES
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Page 68
68 | Recognition at Work
FIGURE 31:
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Page 69
____Focus on specifics.
____Cite the performance standard or organization goal that was exceeded, if appropriate.
____Describe in detail the achievement.
- Who was involved? List the names and individuals involved.
- What happened? Describe exactly what the employee achieved that was
extraordinary.
- When did the achievement occur?
- Where did the achievement occur?
- Why is this event being recognized (i.e., exceeds a departmental goal,
an example of exceptional customer service)?
____Include comments of appreciation by the individual giving the recognition in
the documentation.
____Document the date the recognition was given.
____Indicate the type of recognition approach used, if appropriate.
____Provide a copy of the documentation to the employee.
____Place a copy of the recognition in the employees personnel file.
FIGURE 32:
General Statement
Specific Fact
Recognition at Work | 69
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5
Preparing an Action Plan
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Page 72
72 | Recognition at Work
FIGURE 33:
Dimension
Human
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Page 73
Responsible Party
Recognition Committee/
Program Coordinator
Program Trainers
Program Coordinator
Program Coordinator/
Chief Financial Officer
Capital
Recognition Awards
General Program Design
General Program Costs
Senior Leadership
Recognition Committee
Program Coordinator
Administrative
Policy Review
Developing Guidelines
Designing Infrastructure
Designing Training Program
Ongoing Administration
Program Coordinator
Recognition Committee
Senior Leadership
Program Trainers
Program Coordinator
Data Collection
Organizational Assessment
Surveying Employees
Monitoring Program Usage
Benchmarking Program
Program Coordinator
Program Coordinator
Department Directors
Program Coordinator/Senior
Leadership
Legal
Plan Design
IRS Compliance
Tax Implications
Reporting Requirements
Program Coordinator
Legal Consultants
Tax Consultant
Legal Consultants
Communication
Communication Plan
Program Coordinator
Communicating To Key
Stakeholders
Feedback from Employees
Announcing The Program
Training Key Stakeholders
Ongoing Communication
Recognition Committee
Senior Leadership/
Program Coordinator
Recognition Committee
Program Trainers
Program Coordinator/ Senior
Leadership
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Page 74
Establishing A Timetable
The last step in developing the plan is establishing a timetable for completing
each critical program area. A good rule when establishing a timetable is to
allow about six months to fully develop and communicate the program.
Figure 35 (Page 77) provides some proposed timelines for each of the five
program areas.
Some of the timelines can run concurrently with key elements such as the
readiness assessment and the cultural audit. These two elements can run simultaneously to reduce the time it takes to implement the program. Timelines
should be established very judiciously to fully develop and communicate the
program. A big reason that recognition plans fail is that not enough thought
and time were given to developing an effective program in the first place. It is
essential that all participants understand why the recognition plan is being
offered. If the supervisor shows up handing out gift certificates with little notice
or explanation, the long-term impact on employee performance will be minimal. It takes time to build a program that fully communicates that recognition
is an integral part of work life.
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Page 75
The action plan and the previously developed budget are important tools for
monitoring and implementing the program. The communication area is so
vital to the programs success that a separate plan will need to be developed
and will be discussed in Chapter 7.
Figure 36 (Page 78) provides a comprehensive action plan. Remember that
this is a working document and can be changed if needed. The plan ties
actions and resources together so program planning can be facilitated. The
key stakeholders and players have already been identified previously via a
separate analysis. This analysis can be used to complete the Human
Resources section of the plan. The section on Data/Financial Resources
includes the categories of capital and technology resources that will be needed for each action step. This section will not include any dollar amounts
because these resources should already be included in the program budget.
The sample action plan in Figure 36 has 11 steps built around the critical program areas. Each step provides a general overview of what will be needed to
address that critical area. The completed plan is the final blueprint for implementing recognition efforts. The organization must take this blueprint and
use it to carefully craft a successful program. This means the company must
commit time, money and resources if the program is to become an integral
part of the employees total rewards package.
Recognition at Work | 75
9/10/07
FIGURE 34:
Page 76
RESOURCE CHECKLIST
Key Plan
Dimension
Human
Committee
Consultants
Resources staff
1:25 PM
Administrative
Resources
___Employees
___Program
___Senior
___Recognition
___Customers
___Supervisors
___Outside
___Program coordinator
___Payroll department
___Office space
___Office supplies
Capital
Legal
___Legal consultants
___Accounting support
___Resource publications
___IRS guidelines
Data Collection
___Software
___Computer hardware
___Systems support from internal
information management department
___Survey questionnaire designed
internally or externally
___Outside consultants
___Employee focus groups
___Study groups
Communications
___Marketing department
___Printed brochures and program
supplies
___Video if used
___Intranet and Internet posting of
program
___Audio cassette if appropriate
___Presentation materials
___Outside trainers if used
76 | Recognition at Work
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FIGURE 35:
Program Area
1:25 PM
Page 77
PROPOSED TIMELINES
Key Elements
Suggested Timeline
Readiness Assessment
7 to 10 days
Cultural Audit
7 to 10 days
(concurrent with the readiness
assessment)
Surveying employees
21 to 30 days
Program
Integration
10 to 14 days
14 to 21 days
Program Design
30 to 60 days
30 to 60 days
(concurrent with selecting features)
10 to 14 days
Data collection
14 to 21 days
Developing scorecard
7 to 10 days
30 to 60 days
Training participants
30 to 60 days
(concurrent with communicating the
program)
Assessment
Monitoring
Communication
Recognition at Work | 77
9/10/07
FIGURE 36:
PROGRAM
DEVELOPMENT
PROGRAM
INTEGRATION
Page 78
ACTION STEP(S)
HUMAN RESOURCES
Key stakeholders
Employees
Program coordinator
Senior leadership
Human resources staff
Recognition committee
Readiness assessment
Cultural audit
Consultant cost
2. Surveying employees
Employees
Program coordinator
Key stakeholders
Outside consultant
3. Selecting recognition
alternatives
Program coordinator
Payroll department
Human resources staff
Recognition committee
Outside consultant
Benchmark data
Consultant cost
Supply and equipment cost
Software cost
Cost of non-cash and cash
awards
Software
Outside consultant cost
Staff cost for review
5. Designing program
infrastructure
Recognition committee
Program coordinator
Senior leadership
Department directors
Consultant cost
Equipment and supply costs
Legal consultants
Staffing costs for
recognition staff
Program objectives
6. Developing a program
budget
Program coordinator
Chief financial officer or
designer
Senior leadership
Department directors
Benchmark data
Program costs
Software
Supplies and equipment
Marketing and printing
costs
Administrative costs
CRITICAL
PROGRAM AREA
ASSESSMENT
1:25 PM
78 | Recognition at Work
GOALS/MONITORS
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Page 79
7/01 7/15 8/01 8/15 9/01 9/15 10/01 10/15 11/01 11/15 12/01 12/15 01/01
Establish organizational
commitment to
employee recognition. 7/01-7/11
7/12-8/12
8/12-9/20
8/13-9/20
8/13-9/20
9/21-10/05
Recognition at Work | 79
9/10/07
FIGURE 36:
ACTION STEP(S)
PROGRAM
INTEGRATION
7. Integrating with
other total rewards
programs
HUMAN RESOURCES
DATA/ FINANCIAL
RESOURCES
Program coordinator
Human resources staff
Payroll staff
Recognition committee
Senior leadership
Legal consultant
Financial services
department
Tax attorney
Program coordinator
Senior leadership
IRS guidelines
State and federal guidelines
Tax codes
Cost of legal review
9. Developing program
monitors and indicators
Program coordinator
Recognition committee
Senior leadership
Department directors
Outside consultants
Benchmark data
Program scorecard
Software cost
Consultant cost
Recognition survey
Cost of survey data
10. Communicating
program to all key
stakeholders,
including training
all program participants
Program coordinator
Recognition committee
Marketing representative
Senior leadership
Department directors
Supervisors
Program trainers
Employees
Printed brochures
Program supplies
Intranet/Internet
Media costs (i.e. video, audio
cassette)
Salary costs for employees
to come to information
sessions
Program coordinator
Recognition committee
Senior leadership
Managers and supervisors
Employees
MONITORING
8. Reviewing tax and
legal requirements
80 | Recognition at Work
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CRITICAL
PROGRAM
COMMUNICATION
1:25 PM
GOALS/ MONITORS
Integrate recognition
into the total rewards
structure.
Ensure program
complies with all
legal and tax regulations.
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Page 81
7/01 7/15 8/01 8/15 9/01 9/15 10/01 10/15 11/01 11/15 12/01 12/15 01/01
10/06-10/17
10/20-10/30
10/31-11/15
11/16-12/30
01/01
Recognition at Work | 81
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Page 83
6
Training Leaders
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84 | Recognition at Work
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Taking Responsibility
Leaders are responsible for rewarding positive work contributions.
Leaders become fully responsible for the programs success.
Employee recognition is linked with leader performance and
organizational expectations.
Ongoing Commitment
- Leaders attend at least one follow-up training session every quarter.
- Leaders develop and implement individual goals to accomplish
effective employee recognition.
- Leaders share recognition successes on an ongoing basis with other
leaders in the organization.
Some organizations choose to use outside consultants to train leaders. If
used, the organization should establish specific guidelines to be followed by the
outside trainer. Learning objectives should be developed in conjunction with
the consultant. A member of senior management should introduce any training
session conducted by an outside person. This lends credibility to the process.
The bottom line is to keep senior management fully involved in the process
even if an outside consultant or inside training source is used.
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Providing Recognition to
Leaders Who Complete Training
A sample certification program with five modules is presented in Figure 38
(Page 89). This program is approximately 12 to 16 hours of hands-on
training. It involves a major financial investment by the organization.
However, if it is to be successful, it is essential to invest the time and money it
takes to effectively train leaders. When the program is completed, the organization can present an internal certification to the leader who finishes all five
modules. This designation could be certified recognition leader to send a
message to other leaders that recognition management is important to the
company. The program also addresses crucial management areas such as
86 | Recognition at Work
FIGURE 37:
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Page 87
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Page 88
FIGURE 37:
Who is affected?
All employees, full- and part-time, will be eligible for this program.
When will the new program become effective?
The program becomes effective on Sept. 1, XXXX.
88 | Recognition at Work
FIGURE 38:
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Page 89
Module 1: Recognition
Management
Module 2: Documentation
Recognition
Program content
Conducting the recognition
event
How to effectively reward
Module 3: Basic
Communication Skills
Verbal communication
Counseling employees
Feedback/technique
Effective listening skills
Recognition at Work | 89
FIGURE 39:
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Page 90
Financial/management
Project development
Quality control
Customer service
Employee relations
Employee Development
Recognition Management
Coaching
Performance management
Goal setting
Completed recognition
program
Developed recognition
standards
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7
Communicating
During Implementation
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Examples
Develop the programs theme.
Solicit input from key stakeholders about program communication.
Identify key messages to send to stakeholders about the program.
Examples include: We want to recognize employees for giving extraordinary service to our customers. Employee recognition is an important
part of the total rewards program.
Develop program brochures and other communication approaches.
Train leaders about the program.
Send program announcements to all key stakeholders.
Conduct meetings with employees.
Step 3 Identify action(s) to take.
Examples
Work with the marketing department to develop a program theme.
Conduct focus group(s) with key stakeholders to develop communication approaches.
Review key program messages with senior leadership.
Work with the marketing department and outside printing sources to
develop program brochures.
Establish a training program for organizational leaders.
Send letters to all key stakeholders announcing the programs
implementation.
Meet with employees on all shifts and at all locations to provide
program information.
Step 4 Establish expected outcomes.
Examples
Solicit input and support for the program.
Provide detailed information to key stakeholders.
Implement a new employee recognition program.
Step 5 Identify the resources needed. Some resources already were
identified in the action plan. It is important to identify specific resources
needed for communicating and implementing the program.
Step 6 Establish a timetable for completing the communication process.
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Communication Objectives
The following objectives focus on program communication and are different than the program objectives.
Inform all eligible employees about a new recognition program.
Increase awareness of the new recognition program with at least 85
percent of all eligible employees.
Train all management staff about the program and how to effectively
recognize employees.
Meet with all eligible employees to communicate the program and the
process to be used for recognition.
Obtain at least a 75 percent acceptance of the new program from all
eligible employees.
Key messages then should be developed to link program content with the
communication objectives. These messages also are invaluable in developing
program themes and sending consistent information about the program to
key stakeholders. Key messages should be few in numbers and really focus on
what is important:
Employee recognition is an integral part of the total rewards program.
We want to recognize our employees when they give extraordinary
customer service.
The recognition program rewards employees for positive work
achievements.
The recognition program provides a wide range of awards.
With objectives and key messages developed, the audience for the communication should be identified. This should be relatively easy because most key
stakeholders should have been identified in the first two steps of the action
plan, when the organizational readiness was assessed. The remaining audience
for communication may include vendors, employees family members and site
coordinators, if there are multiple locations. The timetable for completing the
plan can range from 45 to 90 days depending on the size of the organization.
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Employee Feedback
Focus groups are an excellent way to solicit feedback from employees and can
obtain data from a cross-section of employees. The best use of the focus
group is to gather critical feedback on how to effectively roll out the recogni-
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FIGURE 40:
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Essential Function
Scope of Responsibility
Reviews all media alternatives and makes suggestions about what works best with employees.
Remains highly visible in the organization during the programs announcement and implementation.
tion program. For example, ask the group, What do you feel is most important to communicate to employees about the recognition program? Feedback
from this and other questions should generate some useful ideas on how to
effectively communicate and implement the program.
The biggest problem often encountered with focus groups is the failure to
structure them appropriately. The following are guidelines for using a focus
group for employee feedback:
Keep the groups small, limiting them to 10 to 12 employees.
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ensure the communication does not offend the receiver. Again, a language expert can lend some expertise in this area. It could be embarrassing if the program objectives and key messages are at odds with
the employees value system.
Determine the expectations of the employees in the other global
cultures. Money and energy can be wasted if the program fails to meet
their expectations.
Do not assume expertise is uniform across cultures. For example, some
formal recognition approaches may be difficult to explain to individuals
who are not used to being rewarded beyond the traditional paycheck.
Avoid using humor or other novel communication approaches that
may be difficult for the employee to understand. In fact, some humor
may offend employees in other global cultures.
Use a language expert to design and present, if possible, any verbal
communication programs. The literal translation is extremely important when communicating verbally with employees. The audio cassette
is an excellent tool. A language expert can present material on the
audio cassette to repeatedly send an accurate and consistent message.
Identify a contact person who will help coordinate the communication and answer any follow-up questions from employees. The contact
person should be an individual who is well-respected by employees in
that global culture. This individual should have expertise about the
culture and obviously be able to communicate to employees in their
native language.
Recognizing and honoring their differences is the best approach when
communicating with employees in multiple locations or different global cultures. Organizations often are guilty of creating communication geared
toward one audience. What works in Boston may not work in Brussels or
Atlanta. Site coordinators at these other locations should play a vital role in
the communication process, helping to assess what works well in their location or culture. Communication then can be tailored to meet the needs and
unique demands of all employees in the organization.
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program details should precede any formal meetings with employees. Or,
employees can attend a video training session in various locations to accommodate their schedules. The bottom line is that there are many media choices.
However, the media used must complement the message being sent. It should
never overwhelm the audience.
With so many media alternatives available, how can the organization determine what to select? Figure 41 (Page 103) lists the most common media
sources and ways to effectively use them. Cost and turnaround-time are two
important elements in selecting media. The least expensive method probably
is a general memorandum that details the program to all employees, but
employees often fail to read memorandums or letters sent to them. This is why
other approaches are needed. Communicating the program is equivalent to
marketing a new service or product. The same thought must be put into selecting the appropriate media. The organization should be marketing recognition
as an important part of the total rewards program. If the intent is to use an
informal program aimed at spontaneous recognition, with rewards that have a
de minimis value, there is less need for a major marketing effort. However,
most recognition programs are more complex and should be appropriately
communicated. Printed materials are the best source for documenting program
content and can be used to communicate to a wide audience. Some printed
media also must be developed for training and for communication. Most
other sources must be supplemented with printed materials. In selecting
media, the organization should answer the following questions:
What type of media sources will best communicate the program to
employees? In some organizations, video presentations or other gimmick communication approaches turn off employees. Video presentations can be seen as expensive and taking money away from the program. Other employee groups feel they add excitement to the communication effort. The intranet/Internet also represents varying degrees of
challenge for the organization. Younger employees are tuned in to
technology and prefer communication electronically. More mature
employees sometimes resist using newer technology and may even
view it as impersonal. The bottom line is to know what works best for
your employees before selecting a media source.
How much is the organization willing to spend communicating the
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program? Some organizations are willing to spend a great deal communicating a new recognition program because it represents a major
cultural change. In this instance, the organization may be willing to
invest in videos, elaborate audio-visual programs and even a standalone Web site geared only to employee recognition. If the organization wants to keep costs down, a more modest approach will be used.
In this case, activity-based communication efforts that include
employee meetings with presentations using basic overheads could be
utilized. Some organizations will invest little or no money in media,
preferring instead to surprise the employee with the recognition. The
only problem with this approach is that recognition never becomes
fully integrated in the total rewards program. It becomes a standalone
program never fully understood or appreciated by employees. If it is to
have lasting impact, individuals must see it as important to their work
environment. This only will be accomplished if employees understand
and value the program.
How much time is the organization willing to invest in the
process? Some media can take a significant amount of time to develop (e.g., videos, handbooks, audio-visual techniques and specialized
Web sites). If the organization wants a quick turnaround time, it
should select media sources that are easy to develop and produce
(e.g., memorandums, payroll stuffers, flyers, short audio presentations
and overheads). It is important to remember that media development
affects the timetable. If the media takes longer to produce, the communication plan should be revised and coordinated along with the
original action plan.
Who are the audiences for the communication effort? If the organization is attempting to communicate with a wide audience, printed
materials will be essential, along with the Internet and some audiovisual techniques. If the program is going to be used as a recruitment
tool, a video may be an excellent way to capture an applicants attention. Recognition is a major element applicants focus on when deciding which organization values its employees the most. If the communication efforts purpose is to inform and enlighten, the company may
want to use more traditional methods such as program summaries,
informational flyers and letters to the employees homes.
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EFFECTIVE USES
COST
EXAMPLES
1
2
3
Low Medium High
PRINT
VIDEO
AUDIOVISUAL
TURNAROUND
TIME TO
COMPLETE
Memorandum
1 week
Letters to employees
1-2 weeks
Handbook
Program summary
description
Brochures
Payroll stuffers
Informational flyers
X
X
6-8 weeks
2-4 weeks
6-8 weeks
X
X
2-3 weeks
1-2 weeks
6-12 weeks
6-8 weeks
4-6 weeks
6-10 weeks
6-12 weeks
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EXAMPLES
AUDIO
VISUAL
Program summaries
tied to printed materials
AUDIO
CASSETTE
MEDIA
SOURCE
INTRANET/
INTERNET
GENERAL
COMMUNICATION
TOOLS
Organizational Web
Can be excellent source
sites
for organizations with
multiple locations
Provides factual informa- Intranet communication networks
tion
Can be interactive and
allow participants to com- E-mail
ment about the recognition program
Geared to the modern
employee who values
technology
Reaches a wide audience
Can provide graphical
representation
Slide presentations
Can be used to present
the program to employees
CD-ROM
Can be used in conjunction with other media
Can be customized to the Overheads or other
software presentaaudience or location
tion approaches (e.g.
Facilitates discussion and
Power Point)
interaction
COST
TURNAROUND
TIME TO
1
2
3
Low Medium High COMPLETE
4-6 weeks
4-6 weeks
2-4 weeks
6-12 weeks
Varies
1-2 weeks if
in place
4-6 weeks
X
X
6-8 weeks
1-2 weeks
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Does the media overpower the intended message? Some media sources
may overpower the programs intended message. For example, brochures
that also incorporate public relations and marketing approaches may
detract from employee recognition. The intent of the media should be to
communicate the recognition program in a simple but creative manner.
Media that has static statements from senior leadership about profit levels and the importance of employee performance or media that uses
complex formulas and difficult-to-understand words often will turn off
employees. Videos may be overkill for a program geared to spontaneous
recognition. On the other hand, a video or audio-visual presentation
may actually enhance a formal safety recognition or cash bonus program.
The ultimate objective should be to choose a media source that complements the message and ties it to the programs basic theme.
Does the media create excitement about and support for the
recognition program? In short, does the media build momentum and
employee support? There are a number of media sources that build
excitement and anticipation. Depending on the culture, payroll
stuffers, colorful flyers and brochures, audiocassettes and creative
intranet/Internet sites can be used to build enthusiasm for the program. Figure 42 (Page 108) provides a sample payroll stuffer/flyer that
can be used as a communication teaser to give basic information
about the program without giving all of the details. A teaser always is
used in conjunction with other media sources. In fact, it informs the
reader that additional information is to follow. Because some organizations have direct payroll deposit, the teaser also could be an informational flyer distributed to employees in departmental meetings or
on intranet sites. The purpose is to build interest in and excitement
about the program.
The audio cassette is another good source for building excitement. It can
be used to provide a complete and literal translation of the program or to
provide short bites of information. These short bites can be creative and
entice employees to learn more about the recognition efforts. For organizations that incorporate technology in their communication, Internet/intranet
media can provide creative approaches to communicating recognition.
Creative approaches such as online surveys, fun graphics and checklists all
can be used to effectively communicate the program.
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Theme-Related Events
Conducting a theme-related event on site is one way to build fun and excitement about employee recognition. This event should focus solely on praising
the employee. One such approach is to conduct a recognition fair that showcases the new program in a creative manner. Figure 43 (Page 111) provides some
essential elements of an employee recognition fair.
FIGURE 42:
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rehearsal with key players and select employees should provide some suggestions on what works well and what needs to be adjusted.
Step 6 Make sure the timing of the program implementation does not
conflict with any other major changes. The programs impact will be much
less if it must compete with other major organizational initiatives.
After completing this final review and making any necessary adjustments,
the program is ready to be implemented and communicated to employees.
Element
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Justification
Develop a theme
for the event.
Provide printed
resource materials.
Elements
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Justification
Senior leaders and members of the recognition committee should attend and
actively participate in the fair.
Provide theme-related food and drink
(e.g., hot dogs, hamburgers and drinks, if it
is a summer event).
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8
Determining Legal
Requirements and Tax Liability
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here are a number of Internal Revenue Service (IRS) and federal regulations
that govern recognition programs. The regulations governing recognition programs focus on eight key criteria:
1. Cash versus non-cash. Programs granting a direct cash award are always
subject to direct taxation. Non-cash programs that offer a significant tangible value may be subject to taxation and other restrictions.
2. Nominal value of the award. The IRS determines the definition of nominal value. Currently, this definition is unclear and unresolved by the IRS.
Proposed guidelines [i.e., Section 274-8(c)(5)(ii)] state that $50 is nominal
value for tax purposes. To be eligible for exclusion at all, the award must be
given under the guidelines established by a written plan or program in any
given year. If an award is defined as nominal, it can be excluded from the
total award costs used to determine the average cost per recipient. The average cost per recipient determines the tax liability of the plan and cannot
exceed established IRS limits.
3. Qualified versus nonqualified. According to the Internal Revenue Code, a
qualified plan is an established written plan or program that does not discriminate in favor of highly compensated employees (Note: This is currently set at an annual income of $85,000 or more). An employee recognition
program will not be treated as a qualified plan for any taxable year if the
average cost of all employee award programs provided by the employer
during the year exceeds $400 per recipient. According to IRS regulations,
average cost shall be determined by including the entire cost of qualified
plan awards, without taking into account employee achievement awards of
nominal value. The deduction limitation is increased to $1,600 per
employee, as long as the employee recognition award is made under the
following guidelines:
A) The award given to the employee must be an employer transfer item of
tangible personal property for safety achievement or length of service. Impact: Traditional service awards and safety recognition programs
have a favorable tax treatment under IRS guidelines.
B) The award must be given as part of a meaningful presentation. Impact:
The traditional service awards banquet or safety recognition retreat
still meets the intent of IRS guidelines.
C) The award cannot be disguised compensation to the employee.
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Impact: The award will not qualify for favorable tax treatment if it is
used in lieu of awarding cash bonuses or given in conjunction with
the annual performance evaluation.
D) The requirement that an award must be an item of tangible personal
property must be carefully scrutinized. The IRS does not specifically
define this term, but does provide some guidelines regarding its interpretation. For example, the award cannot be in cash or a gift certificate
that can readily be converted into cash. Impact: Any gift certificate that
can be easily converted into cash does not represent tangible personal property and will not be given favorable tax treatment.
A service award granted at five-year increments generally can be excluded
unless the employee has received another length of service award of significant value. Safety awards to full-time employees also are generally excluded
from taxable income unless, during the taxable year, all other employee
awards for safety achievement exceed 10 percent of the eligible employee
population. If the awards do exceed 10 percent of the eligible full-time
employees, any additional safety awards are not tax deductible.
4. Written versus nonwritten plans. Written plans have more favorable tax
treatment and meet the criteria established for qualified award plans.
Nonwritten plans generally are not given favorable tax treatment unless the
value of the award has a de minimis benefit value.
5. De minimis benefit. Under IRS regulations, any award with such a small
value, after taking into account similar benefits provided to employees, that
accounting for the benefit would be impracticable, is excluded from the
employees gross income. Impact: Many of the relatively inexpensive items
used in an informal recognition program would be excluded from the
employees gross income. The frequency of providing awards with de minimis value also should be monitored. If the accumulated value of the
awards becomes comparable to other benefits programs, the favorable tax
treatment may no longer be in effect.
6. Intangible value or benefit. Recognition programs that focus on items
such as open praise and employee motivation are obviously not subject to
legal and tax restrictions. These programs provide employers the ability to
recognize employees without creating administrative and legal frameworks.
Personalized recognition from the supervisor still remains one of the best
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ways to motivate employees. It should be an integral part of the total recognition effort.
7. Specific exclusions. Some recognition and benefits programs are not subject to employment taxes as defined in the Internal Revenue Code. In addition to the de minimis benefits discussed, the following programs are
specifically identified as excluded from taxation:
No-additional-cost service This is a service offered for sale to customers in which the employee works at no substantial additional cost,
including lost revenue, to the employer. Examples include airline, bus
and train tickets, and telephone services provided free or at reduced
rates by an employer in the line of business in which the employee
works. Impact: Depending on the products and services provided to
the employee by the employer, a favorable tax treatment could be
obtained by using the employers own services or products as a recognition award. However, the services or products cannot be transferred
to a nonemployee in exchange for cash. Any direct cash incentive
would lose the favorable tax advantage.
Qualified employee discount This is a discount that, if offered for
property, is not more than the employers gross profit percentage. If
offered for services, the discount is not more than 20 percent of the
price for services offered to customers. Impact: Recognition programs
that offer employee discounts must adhere to these provisions or have
the discount included as taxable income to the employee.
Working condition fringe benefit This is any property or service provided to an employee that could be deducted as a business expense if
the employee had paid for it. Examples include a company car for
business use and subscriptions to business magazines. Limitation:
There must be substantial restrictions on personal use of the property
by the employee in order to qualify as a tax-exempt benefit. Impact: It
is important to carefully structure these benefits in order to meet tax
guidelines. For example, a company car must truly be restricted to
business use to qualify.
Qualified transportation fringe benefit This includes transit passes,
transportation in a commuter highway vehicle to and from work and
qualified parking at or near the place of work. Monetary limits: The
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C) The employee must accept it as a condition of employment. For example, the ambulance worker probably will be requested to be on business premises as a condition of employment.
Figure 44 (Page 119) provides a checklist for determining tax liability. This
checklist can be used as a quick reference guide only. The actual regulations
should be verified with the applicable tax codes governing the benefits/recognition program. This tax liability discussion is subject to change as new regulations and proposed guidelines become part of the tax codes.
Legal Compliance
The biggest compliance challenge in developing recognition programs is that
many plan designs closely resemble existing employee benefits plans. For
example, tying recognition to specific payout formulas could result in additional legal compliance problems. While there certainly is nothing wrong
with granting cash recognition or tying it to a payout formula, the cash is not
only subject to taxation but also to certain pay laws such as the Fair Labor
Standards Act (FLSA).
According to the FLSA, any nondiscretionary bonus paid to nonexempt
employees must be included in calculating the regular rate for determining
overtime compensation. A nondiscretionary bonus is an incentive or bonus
paid out based on predetermined formulas, established criteria or a stated
performance goal.
Discretionary bonuses are not based on predetermined criteria or prior
agreement. Such bonuses represent payments made at the sole discretion of
the employer. While such bonuses are taxable, a discretionary bonus is not
included in overtime calculations. Other legislation such as the Equal Pay Act
and the civil rights acts also must be closely scrutinized to avoid charges of
gender bias or favoritism in granting the recognition. The following types of
bonuses must be included in FLSA overtime pay calculations:
Attendance bonuses
Production bonuses, both individual and group
Bonuses for quality and accuracy of work
Length-of-service bonuses
Bonuses promised to employees at the time of hiring
Bonuses provided for in union contracts.
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Achievement Awards
Exempt 1 up to
certain limit
Exempt 1 up to
certain limit
Exempt 1 up to
certain limit
Taxable
Taxable
Taxable
D eminimis (Minimal)
Benefits
Exempt
Exempt
Employee Discounts
Gifts
Intangible Programs
providing motivational
feedback to employees
(i.e.Thank you(s),
congratulatory citations)
Exempt
Exempt
No-additional-cost
services
Exempt 2
Exempt 2
Qualified Recognition/
Benefits Programs
Safety Programs/Service
Awards Programs
Exempt
Exempt
Federal
Unemployment
Exempt
Exempt
Exempt 2
Exempt
Notes:
1. Exemption does not apply to S corporation employees who are 2% shareholders.
2. Exemption does not apply to certain highly compensated employees.
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FIGURE 45:
Guiding Rule
Key Component(s)
Who is eligible
Programs purpose
Brief definition of the program
Cash awards
Non-cash awards
Tangible recognition items
Intangible recognition
Formal and informal programs
Planned and unplanned recognition approaches
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FIGURE 45:
Guiding Rule
Identify responsible parties.
Key Component(s)
Person(s) responsible for overall program
administration
Person(s) responsible for conducting the
recognition event
Person(s) responsible for review and approval
of the program
Person(s) responsible for resolving program
complaints and concerns
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9
Evaluating Program Effectiveness
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These six areas can be included in the scorecard, but other organizations
may have fewer or more areas to be measured. The program coordinator is
responsible for designing and maintaining the scorecard with input from the
recognition committee. The scorecard should be presented to the board of
directors, the chief executive officer, senior leadership and other key stakeholders at least quarterly to show the value of the employee recognition program. Some results (e.g., customer service and employee retention) should be
shared with supervisors, customers and employees.
The scorecard communicates to key stakeholders that employee recognition is an integral part of the organizations culture. It also provides an easy
method for monitoring the areas of recognition that are doing well and the
areas that need improving. It is obvious from the example that employee
recognition is doing quite well in the first quarter of the year. Actual results
have exceeded target levels in all areas except program cost. Since this is a
new program, it is common for costs to exceed target levels during initial
implementation. However, costs must still be monitored closely to prevent
recognition from being a program that hands out cash and other free things
without leaders being accountable for the ultimate budgetary consequences.
Reminder: Program cost overruns or inadequate recognition budgets can kill
the program because too much or not enough money is being spent on
employee recognition. The scorecard cannot be completed without data from
various other measurement sources (e.g., surveys, audits, customer surveys
and HR statistics). The program coordinator must assemble this data to complete the scorecard and assure the following:
The scorecard data is accurate and complete.
Leaders and other key stakeholders are trained on how to read and
use the scorecard.
The scorecard does not overstate or understate program results.
The scorecard is communicated on a consistent and timely basis.
If these guidelines are followed, the scorecard will be seen as credible and objective.
Measurement Tools
Three essential measurement tools recognition survey, leadership assessment and program audit supplement the scorecard. These tools are easy to
use and provide data for the scorecard.
FIGURE 46:
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TARGET
ACTUAL
VARIANCE
YTD
VARIANCE
450 per
quarter
250
600
490
+40
+40
283
625
+33
+25
+33
+25
85%
92%
+7%
+7%
ACTUAL
VARIANCE
PROGRAM COST
COST MEASURE
TARGET
YTD
VARIANCE
$150,000
$50
$160,000
$53.33
1%
1.1%
+$10,000
+$3.33
per FTE
+.1%
ACTUAL
VARIANCE
+$10,000
+$3.33
per FTE
+.1%
QUALITY
QUALITY MEASURE
TARGET
YTD
VARIANCE
1. Safety suggestions
2.Work process improvements
3. Recognized employees for performance tied to improving productivity
or service delivery
25
50
25
22
56
27
(3)
+6
+2
(3)
+6
+2
YTD
CUSTOMER SERVICE
SERVICE MEASURE
TARGET
ACTUAL
VARIANCE
85%
92%
+7%
+7%
20
41
+21
+21
VARIANCE
FIGURE 46:
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MORALE INDICATOR
TARGET
ACTUAL
VARIANCE
YTD
VARIANCE
80%
88%
+8%
+8%
75%
82%
+7%
+7%
EMPLOYEE RETENTION
RETENTION MEASURE
TARGET
ACTUAL
VARIANCE
YTD
VARIANCE
3.5% per
quarter, 14%
annually
10%
21 days
2% for the
quarter
(1.5%)
(1.5%)
6%
16 days
(4%)
(5 days)
(4%)
(5 days)
Recognition Survey
The purpose of the recognition survey is to determine the programs employee
approval rating. It should be conducted quarterly and limited to no more than
five questions. Figure 47 (Page 132) provides a sample recognition survey. The
survey can be used as a payroll stuffer, on the organizations intranet/Internet
sites or in a direct mailing to the individual.
The 92% service rating on the sample scorecard equates to a 4.6 numeric
rating compared to the target numeric rating of 4.25 (i.e., 85% approval rating). Five areas of satisfaction are covered by the sample survey:
1. Individual Is the employee satisfied with the program?
2. Intrinsic Does the program satisfy the employees internal or
personal needs?
3. Extrinsic Does the program reward the employee appropriately?
4. Program Is the program administered consistently?
5. Employee Do other employees value the program?
The program coordinator can use the data from the survey to drill down
on each area of satisfaction and make changes as needed.
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Leadership Assessment
After the program has been implemented, leadership should be assessed on a
quarterly basis to determine commitment to the program and skill level in
administering it. This assessment provides valuable data to the organization
about the leaders comfort level with the recognition efforts. Like the recognition survey, the leadership assessment should be brief and address five basic
areas:
Program Audit
The program coordinator and recognition committee should audit the
program at least annually. The audits purpose is to ensure the plan is being
administered appropriately. The audit should review the following areas:
Policies and procedures for the program to determine if they are being
used appropriately
Internal structure including the role of the recognition committee,
program coordinator, senior leadership and others in administering the
program (Note: This includes a total review of the infrastructure to determine if it needs to be changed. Senior leadership and the recognition
committee will need to evaluate the program coordinators effectiveness.)
FIGURE 47:
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Instructions: Please rate the effectiveness of the employee recognition program provided by
Major Corporation by answering this brief questionnaire. For each of the following statements,
indicate your agreement based on the following scale:
1 = Strongly Disagree
2 = Disagree
3 = Neutral-Neither Agree Nor Disagree
4 = Agree
5 = Strongly Disagree
1. I am satisfied with the employee recognition program offered by the organization.
1
2. The recognition program makes me feel worthwhile and important to the organization.
1
3. The rewards provided by the recognition program are meaningful and acceptable to me.
1
2 3
3 4
The approval rating would be derived from the above questionnaire by converting the rating
scale as follows:
1 = 20% approval rating
2 = 40% approval rating
3 = 60% approval rating
4 = 80% approval rating
5 =100% approval rating
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___NO
___NO
Are contracts with vendors and consultants monitored for consistency and accuracy?
___YES
___NO
___NO
Do payroll practices support the legal and tax requirements when recognition
is granted?
___YES ___NO
FIGURE 48:
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Instructions: Please help us determine the effectiveness of the organizations employee recognition program. For each of the following statements, indicate your level of agreement based on
the scale below:
1 = Strongly Disagree
2 = Disagree
3 = Neutral-Neither Agree Nor Disagree
4 = Agree
5 = Strongly Disagree
1. I am comfortable using the recognition program to reward employees.
1
2. I believe the recognition program has given me an additional tool to motivate employees.
1
3. I have been appropriately trained on how to effectively use the employee recognition
program.
1
4. Employees believe the recognition program is an important part of their work experience.
1
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The audit will include more than asking questions of key stakeholders. It
should incorporate a review of all available scorecards, payroll practices, the
recognition budget, consultant and vendor contracts, training logs, survey
data and usage statistics. Some organizations may want to use an outside
source to conduct the audit. Using an outside source is especially helpful
when auditing the program for the first time. If one source is used, the program coordinator and recognition committee should be kept informed of the
audit progress and be actively involved, if possible.
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should tie back to the programs scorecard. For example, if a program aspect
meets the target on the scorecard, it generally will mean the objective meets
expectations. The only exception to this rule is when direct observation by the
leader or program coordinator indicates the data is not telling the entire story.
For example, when an organization has just given a significant market salary
adjustment for a particular job category, it would be presumptuous to assume
that employee recognition drastically impacted turnover for that job category.
Justification for the rating should be data driven if possible. For example,
program utilization exceeded the goal by 20 percent based on the number of
recognition events conducted during the first quarter. Finally, ongoing assessment should be assigned to an individual or committee (i.e., recognition
committee) to ensure objectives are appropriately assessed. Figure 49 (Page
138) details an assessment of the program using these five elements.
The assessment indicates that the program exceeded expectations on three
of the four objectives. This is an excellent start and should be communicated
throughout the organization.
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vided to board members, the CEO, senior leaders, employees and managers,
and should be made available to customers. Figure 50 (Page 140) provides a
sample program summary. The sample is brief and probably could be
expanded to include more updates if available.
The summary can be customized depending on the work group. The inhouse marketing department, if available, can assist in preparing the summary. It not only should provide program statistics, but also generate excitement
about the program.
FIGURE 49:
Program
Objective
Responsibility
To provide a program to reward
employees who
exceeded expected
performance levels
by at least 10%
Measurement
Criteria
Performance
data
Rating Criteria
Exceeds
expectations
Scorecard data
Justification
Assigned
Recognized 27
employees for
exceeding productivity levels
compared to
target level of
25 employees
during the first
quarter
Department
manager
Recognized 490
employees for
excellent customer service
during the first
quarter compared to the
target of 450
Program
coordinator
Program
coordinator
To recognize
Survey data
employees who
have made meanStar Card usage
ingful contributions
to customer service Direct
observation
Exceeds
expectations
Achieve at least a
10% improvement
in job satisfaction
Met
expectations
Quarterly job
satisfaction was
88% compared
to target of 80%
Program
coordinator
Exceeds
expectations
Quarterly
turnover was
2%, which was
43% less than
expected level
of 3.5%
Program
coordinator
Employee
surveys
Scorecard data
Reduce employee
turnover by 20%
Turnover data
Scorecard data
Recognition
committee
Senior
leadership
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Summary
This publication has provided a step-by-step guide on how to construct an
employee recognition program that will be fundamentally sound and easy to
implement. It still is up to the organization to integrate recognition into the
total rewards program. This is no small task but can be accomplished if there
is complete commitment from all key stakeholders. There are five ways to
increase the likelihood of the programs success:
Solicit input from all stakeholders about the program on a regular and
consistent basis.
Commit enough financial resources to the program to make it meaningful to employees. Successful programs require a minimum funding
level of 1 percent to 2 percent of the payroll.
Make sure senior leadership is committed to the program before
implementing it. If senior leadership is excited about the program,
chances are it will be successful.
Train leaders how to effectively recognize employees. This will increase
the comfort level of the leader about employee recognition. Training
should be ongoing at least annually.
Communicate, communicate and communicate. No program will be
successful if it is not communicated continuously. This keeps the program fresh and exciting. It also gives it top of the mind awareness
with all key stakeholders.
Remember, what makes organizations truly unique is their reputation for
valuing and recognizing their employees. Employee recognition can help your
company become an exciting place for employees to work.
FIGURE 50:
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There were 490 employees recognized for giving excellent customer service during the first quarter. We had a record 41 customer compliments
during the quarter, as well. If you know an employee who gives excellent
customer service, call the Human Resources Department at Extension
XXXX or contact your supervisor.
Spot Recognition:
We had 283 employees recognized on the spot for their outstanding contributions to the organization.The spot recognition program immediately
rewards employees with cash and merchandise for examples of positive
behavior and excellent work performance.
Recognition Fair:
Service Awards:
The service awards banquet was held on March 10 and 11. We recognized
375 employees for their long-term service with a banquet and service
award. We had 78 employees with more than 20 years of service.
Congratulations to all our employees for their commitment to Major
Corporation.
Program Summary:
We had 1,571 employees participate in our quarterly survey of the recognition program.Thanks to their input we learned that the program is providing value to our employees.The survey respondents rated the program
at a 92% approval level. If you would like to participate in the next survey,
please look on our intranet site at www.xxxx.xxxx, or surveys will be available in your department on June 5, XXXX. We also had 1,793 employees
participate in departmental work surveys. 88% of the respondents liked
their job and stated that employee recognition had added a great deal to
the working environment. We will continue to do these short surveys
quarterly.Your participation is greatly appreciated.
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10
Case Studies
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n the past year, Major Corporation has developed some new approaches to
employee recognition. Employee recognition had been a hit or miss proposition geared mostly to safety suggestions. The organizations turnover rate
had exceeded 30 percent in the past two years compared to the industry average of about 17 percent. In a recent employee opinion survey, job satisfaction
was rated at a humiliating 48 percent favorable level. Employees complained
on the survey about not being valued by the organization. Senior leadership
realized it was time to make some positive changes.
Based on survey comments and turnover figures, senior leadership decided
to investigate implementing a new employee recognition program. Formal
and informal leaders were asked to serve on a recognition committee charged
with assessing and implementing a program. The committee selected an individual from inside the organization to develop and implement the plan. The
individual was highly respected throughout the organization and had a broad
background in developing human resources programs.
The new coordinator and the recognition committee began assessing the
companys readiness to implement a new program. The assessment began
with in-depth interviews with organizational leaders to determine their commitment to employee recognition. A survey specifically focused on recognition was conducted with employees. Based on the assessment and survey
data, it was determined that the organization wanted and would support a
recognition program.
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Communication Approaches
A comprehensive plan was developed to communicate the new program.
Many innovative approaches also were used during and after the programs
implementation. Communication focused on increasing awareness of and
support for employee recognition. Major Corporation incorporated the following communication approaches:
A comprehensive training program was provided to leaders to increase
their comfort with and awareness level of employee recognition.
The CEO sent letters to employee homes announcing the recognition
initiative.
Information sessions were offered to all employees on all shifts and at
both organizational locations.
A detailed program description was posted on the organizations
Internet/intranet sites.
A recognition hotline was created for employees to have questions
answered and provide program feedback.
A recognition fair, attended by 2,700 employees at both locations,
provided program information and created excitement.
A wide array of media sources communicated the program to key
stakeholders. A video was developed featuring employees from Major
Corporation. Colorful brochures and informational flyers were provided to employees, managers and even interested customers.
Recognition is featured monthly at department/team meetings, in
employee publications and on the organizations Web site.
The new employee orientation program has integrated recognition,
which also is featured prominently in the organizations recruitment
program.
A Wall of Fame is used to display pictures of employees who
received recognition during the current quarter.
FIGURE 51:
PROGRAM
DESCRIPTION
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REWARD PROVIDED
PROGRAM
PURPOSE
TYPE OF
PROGRAM
SERVICE AWARDS
provided at the
completion of every 5
years of service with
the organization
Non-cash
Formal
recognition
program
Non-cash
Formal
recognition
program
SPOT RECOGNITION
spontaneous
recognition provided
to employees
De minimis merchandise
To recognize
such as pins or other items
employees imme Gift certificates
diately for their
Congratulatory citation (i.e., achievements
written congratulations
from the supervisor)
Non-cash
Informal
recognition
program
SAFETY SUGGESTION
employees are recognized for submitting safety improvements
Cash and
non-cash
Formal
recognition
program
Cash
Non-cash
Formal
recognition
program
DISCRETIONARY
TEAM RECOGNITION
supervisor rewards
team for extraordinary achievements
Team luncheon
Write-up in the organizational newsletter
Gift certificates
Thank-you card
Informal
recognition
program
To build solid
customer service
To recognize a
team for its
contribution to
the organization
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Program Successes
The organization conducts employee surveys on a quarterly basis. Last quarter, job satisfaction was at an impressive 72 percent level. This was a gain of
24 percent since the program began. This exceeded the program objective of a
10 percent increase in job satisfaction. Turnover has reduced from 30 percent
to 18 percent, now near the industry average. Employees have expressed their
appreciation of the program on surveys, in department meetings and on organizational Web sites. The organization has just been featured in a major business publication for its commitment to employees. New approaches to recognition are continuing to be explored by the organization to keep the program
fresh and exciting. Senior leadership is solidly behind recognition and views
it as strategic to the organizations success.
Corporate-Level Recognition
Vanguard celebrates corporate anniversaries and achievements as well as other
milestones in a variety of ways. On May 1, 2000, the company celebrated its
25th anniversary with festivities at its U.S. and international offices. In building lobbies decked in balloons and other decorations, crew members were
presented a commemorative sterling silver Jefferson Cup imprinted with the
Recognition at Work | 145
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Individual Recognition
Superior performance and service to Vanguard clients by individual crew
members are recognized in several ways:
Vanguard Award for Excellence. A quarterly award is presented to a
select group of crew members who demonstrate particular excellence
in the performance of their duties and who embody the Vanguard
spirit, which is characterized by exceptional service, professionalism,
creativity, initiative and a sense of humor. Vanguard Award for
Excellence winners receive a pin; two tickets to a show or sporting
event of their choice; $165 in cash; and a $500 contribution to the
charity of their choice. Award recipients are nominated by their fellow
crew members. Approximately 30 awards are presented each year to
deserving crew members.
Vanguard Service Award. Vanguard recognizes the dedication of crew
members who have served the company for periods of five, 10, 15 and
20 years under a service award program. Honorees choose from a variety of high-quality gifts from jewelry to desk sets. Many items feature the Vanguard logo. The gift, accompanied by a congratulatory letter from Vanguard CEO John J. Brennan, is presented to the honoree
by his or her supervisor during an informal ceremony attended by
peers and colleagues. The names of service award recipients also are
printed in the company newsletter.
Vanguard Spot Bonus Award. Crew members who provide exemplary
146 | Recognition at Work
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Departmental Recognition
Many individual departments sponsor recognition programs for notable performance and service. Vanguard Information/Technology Division has a Peer
Recognition Award presented to outstanding crew members who are universally recognized by their co-workers. Other departments present tickets to
local sporting and cultural events to recognize a projects completion or service above and beyond the call of duty. Many departments promote teamwork and boost morale by designing shirts and other attire that feature that
departments logo or slogan.
International Paper
Products: Worlds largest paper and forest products company. Businesses
include manufacturing of paper, packaging and forest products for end-uses
like copy paper, juice and milk cartons, and building lumber.
Number of Employees: 113,000 employees worldwide
World Headquarters: Stamford, Conn.
Operational Headquarters: Memphis, Tenn.
Locations: 650 locations in 50 countries. International Paper is a global
company that exports its products to more than 130 nations.
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Attendance Incentive
Perfect Attendance Award Employees with perfect attendance receive the
following:
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Safety Incentives
B-Safe Bingo Safety Contest Every employee gets a Bingo Card. Bingo
numbers are drawn each week and posted on bulletin boards. For each
month that the plant records no Occupational and Safety Health
Administration injuries, the pot is $350. This contest is used six months of
the year to keep it fresh and exciting.
Safety Wheel of Fortune Contest If the plant goes an entire month without an injury recorded, all employees are assigned a number for the contest.
These numbers are placed on the wheel of fortune. The wheel is spun until 14
employees win; each receives a gift card. This contest is used for six months of
the year.
Safety Recognition Events The plant has periodic recognition events for
passing a safety milestone (i.e., XXX hours with no injuries recorded or XX
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years with no lost-time injuries). These recognition events range from pizza to
a sit-down dinner. Other non-cash items include T-shirts, jackets, first-aid kits,
lunch kits, etc.
Service Recognition
Employees receive a service pin for the following years of service: five, 10, 20
and 30 years. The pin is presented to the employee on or near the service
anniversary date. Employees also are recognized in the plant communication
system and in the company news magazine.
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Appendix
Trends in Employee Recognition 2005
2003 Recognition Survey
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organizations that do have formal training, 69 percent rely on in-person training sessions.
Yes
No
2005
89%
11%
2003
87%
13%
2002
84%
16%
Yes
No
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Yes
No
Are you considering implementing any new or additional recognition programs in the
next 12 months?
48%
52%
Ninety Percent Believe the Same or More Recognition Is Occurring Today vs. 12 Months Ago
Survey respondents perception of the number of employee recognition incidents occurring within their organization seems mostly stable, with a
combined 92 percent of respondents saying that there is about the same (52
percent) or more (40 percent) recognition occurring today versus 12 months
ago in their organization.1
FIGURE 4.
<12 mo.
>12 mo.
=12 mo.
Is there more or less recognition occurring (either formally or informally) in your organization
today versus 12 months ago?
40%
8%
52%
1 Although this is similar to a question asked previously, it has been made more specific and thus, comparison to
previous surveys is not possible.
FIGURE 5.
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Yes
No
60%
40%
FIGURE 6. Does
Yes
No
9/10/07
FIGURE 7.
2005
81%
75%
71%
70%
65%
62%
49%
38%
23%
3%
2003
80%
75%
75%
n/a
71%
66%
51%
40%
24%
5%
2002
84%
73%
76%
n/a
69%
68%
51%
45%
23%
9%
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FIGURE 8. Do
Yes
No
FIGURE 9.
2005
45%
32%
31%
20%
15%
15%
9%
36%
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service, etc.), while informal programs are spontaneous gestures of appreciation (nonmonetary or of small monetary value).
FIGURE 10.
Formal Only
Informal Only
Both
Other
2003
16%
9%
72%
3%
2002
17%
10%
70%
3%
Companywide
Department-specific
Both
Other
38%
7%
52%
3%
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of the 51 percent of organizations that have an established retirement recognition program, 91 percent have been offering the program for more than five
years. Similar frequencies were revealed in the previous two surveys.
Respondents whose companies offer other various programs were asked to
share the types of programs. Below are both the most common among the
other responses and some of the most unique and innovative programs
mentioned:
FIGURE 12.
What types of formal recognition programs do you offer, and how long have they
been in place?
Length of service
Above and beyond performance
Sales performance
Retirement
Suggestions/Ideas
Employee of the year,month,etc.
Safety performance
Attendance
Other,if applicable (please specify)
89%
87%
51%
51%
41%
36%
33%
22%
10%
>5 yrs
91%
87%
70%
66%
57%
53%
46%
46%
46%
1-5 yrs
8%
11%
22%
30%
33%
35%
42%
43%
38%
>12 mo.
1%
2%
8%
4%
10%
12%
12%
11%
16%
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FIGURE 13.
For the programs your organization offers, what percentage of your employees were
recognized in the past 12 months within each program?
Length of service
Above and beyond performance
Safety performance
Attendance
Sales performance
Retirement
Suggestion/ideas
Employee of the year,month,etc.
Other (please specify)
2005
25%
19%
16%
16%
14%
11%
7%
6%
18%
2003
28%
21%
21%
26%
22%
n/a
11%
10%
n/a
2002
29%
21%
24%
19%
13%
n/a
10%
6%
22%
Special Events, One-On-One with Manager and Staff Meetings Are Most Common
Recognition Venues
It is not surprising that companies are using a variety of different methods to
present recognition awards. Depending on the type of recognition or award,
most companies are recognizing employees at special events (70 percent),
one-on-one meetings with managers (67 percent) and in staff meetings (60
percent). Another 36 percent said their organization also presents recognition
awards in companywide meetings. Among the other answers: intranet
announcements, newsletter articles and presentations during trainings or
board meetings.
FIGURE 14.
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Special event
One-on-one with manager
Staff meeting
Companywide meeting
Not presented
Other (please specify)
2005
70%
67%
60%
36%
10%
3%
2003
63%
69%
59%
37%
7%
10%
2002
65%
63%
59%
33%
n/a
11%
FIGURE 15.
What types of items are presented as recognition awards? (Check all that apply.)
2005
81%
58%
57%
57%
44%
38%
38%
29%
28%
25%
21%
21%
8%
2003
75%
63%
51%
57%
43%
41%
34%
n/a
24%
26%
17%
33%
23%
2002
n/a
58%
n/a
63%
40%
41%
35%
n/a
24%
n/a
14%
28%
31%
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FIGURE 16.
Human resources
Each department in the organization is
responsible for own program administration
Compensation
Benefits
Organizational development
Corporate communications
Training
Other (please specify)
2005
57%
2003
48%
15%
11%
3%
3%
2%
1%
8%
15%
12%
3%
n/a
3%
n/a
19%
FIGURE 17.
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16%
26%
52%
6%
Respondents were asked to identify the job title(s) of the position(s) primarily
responsible for recognition program administration. There were a variety of
responses, however most could be categorized within one of the following
groups and tended to have human resources or compensation and benefits in
the title:
FIGURE 18. Is
Yes
No
2003
71%
29%
2002
62%
38%
FIGURE 19. Is
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40%
23%
37%
Most Believe Management Shows Better Than Moderate Support for Recognition
Respondents were asked to provide an opinion about the degree to which
their organizations senior management team supports recognition programs
(1-7 scale with 1 defined as showing no support at all and 7 as showing a
high level of support). The vast majority (84 percent) believes management
shows moderate support or better, with almost half of all respondents giving either a 6 or 7 rating. The overall average rating (mean) rating among all
respondents was 5.1.
FIGURE 20.
What level of support do you feel your organizations senior management team shows
for your recognition programs?
19%
30%
19%
17%
10%
5%
1%
FIGURE 21.
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Which of the following best describes how senior management in your organization views
employee recognition programs?
As an investment
As an expense
Unsure
55%
13%
32%
FIGURE 22.
(If your organization has employees outside of N. America ) Which of the following best
describes the recognition programs for those employees?
34%
10%
18%
30%
8%
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FIGURE 23.
What media do you use to communicate your recognition programs? (Check all that apply.)
Company newsletter
Employee orientation
Posters,flyers and/or table tents
Employee handbook
Other (please specify)
We do not have a communications plan
53%
46%
36%
30%
10%
10%
Few Have a Formal Training Program for Recognition; And Most Often it is
In-Person Training
While the majority of organizations have communication plans for their
recognition programs, formal training programs for managers are much less
common. Only 23 percent of respondents reported that a formal training
program for recognition programs exists within their companies. The organizations that are committed to formal training programs for managers typically rely on in-person training sessions (69 percent). Other formal training is
delivered through online education, and handbooks are used by more than a
third of respondents organizations. For respondents organizations using
other methods, common responses included training in management
meetings, through e-mail and/or added to group training on other topics.
FIGURE 24.
Yes
No
FIGURE 25.
Do you have a formal training program for managers about your recognition programs?
23%
77%
If yes, what formal training methods do you use to train your managers? (Check all that apply.)
69%
36%
36%
8%
17%
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FIGURE 26.
Program communication
Award ordering
Award nomination
Program administration
Program reporting and/or tracking
Program training
None of our programs utilize the Internet/intranet
2005
54%
43%
42%
36%
33%
12%
27%
2003
40%
35%
29%
24%
19%
10%
n/a
2002
72%
61%
49%
38%
32%
n/a
53%
9/10/07
Respondent Demographics
Number of Employees:
Less than 100
100 - 499
500 - 999
1,000 - 2,499
2,500 - 4,999
5,000 - 9,999
10,000 - 19,999
20,000 or more
13%
15%
6%
17%
16%
12%
6%
16%
Industry:
Services
Manufacturing
Finance and Insurance
Transportation and Utility
Public Administration
Retail
Wholesale
Other
35%
24%
18%
7%
6%
4%
2%
5%
Affiliation:
WorldatWork member
NAER member
Both
35%
24%
18%
Responsibility Level:
Senior Executive/Director/Vice President
Manager/Assistant Director
Senior Analyst/Analyst
Supervisor
Consultant
Educator
Other
33%
33%
22%
5%
5%
0%
2%
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Methodology
For the third year in a row, WorldatWork and NAER surveyed a sample of
members to understand what companies are doing with recognition programs. Surveys were sent electronically to a random representative sample of
2,748 WorldatWork members and to all 520 NAER members. A total of 413
responses were received a 13 percent response rate.
The survey responses can be considered statistically representative of the
WorldatWork membership. The typical WorldatWork member is at or above
the manager level in compensation, benefits or human resources, working in
the headquarters of a large company in North America. Ninety-five percent of
the Fortune 1,000 companies have at least one employee who is a
WorldatWork member.
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Two-thirds of companies measure the success of their recognition programs. The most common metrics are employee satisfaction surveys
(67 percent) and the number of nominations (50 percent).
There is a companywide recognition budget in 43% of organizations,
compared to 38 percent where the budget is department specific.
The majority of companies (87 percent) use length of service as the
foundation for their recognition program. Companies also are adding
other program types, including above and beyond performance (85
percent), sales (43 percent), suggestions (36 percent), employee of the
period (29 percent), safety (28 percent) and attendance (20 percent).
Human resources administers the majority (48 percent) of recognition
programs.
The Internet has facilitated the immediacy of recognition programs, as
more companies are using technology to enhance their programs.
Companies are providing a wide range of recognition awards that are
meaningful to employees (plaques, gift certificates, jewelry, household
items, travel, etc.).
Only 20 percent of companies have a formal training program to
educate managers about recognition programs, and 75 percent of
these companies use an in-person training session.
Recognition programs need to be used and communicated frequently
to let employees know they exist.
Detailed Findings
Of the 413 respondents, 87 percent currently have a recognition program in
place. This figure is similar to 2002, when the survey found 84 percent of 391
respondents had a recognition program.
FIGURE 1. Does
Yes
No
FIGURE 2. Is
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your organization doing more or less in your recognition programs than 12 months ago?
More
About the Same
Less
40%
48%
12%
Yes
No
Are you considering implementing any new or additional programs in the next 12 months?
Currently Have Programs
40%
60%
Do No Have Programs
37%
63%
FIGURE 4.
What are the objectives/goals of your organizations recognition programs? (Check all that apply.)
80%
76%
75%
75%
71%
66%
51%
40%
24%
5%
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Eight in10 respondents believe their recognition programs are meeting the
programs goals and objectives. For two-thirds of respondents, this belief is
supported by an actual measurement of success. The most commonly used
metrics for recognition programs are employee satisfaction surveys (67 percent) and the number of nominations (50 percent).
FIGURE 5.
What measurements for success do you use in your recognition programs? (Check all that apply.)
67%
50%
28%
25%
22%
21%
15%
Formal
Informal
Combination of Both
Other
16%
9%
72%
3%
FIGURE 7.
Companywide
Department-specific
Both
Other
43%
5%
49%
3%
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FIGURE 8.
Length of service
Performance/Above & Beyond
Sales
Suggestions
Employee of the period
Safety
Attendance
87%
85%
43%
36%
29%
28%
20%
Length-of-service awards also have been in place for the longest period of
time in most companies, with 87 percent of respondents indicating they have
had this program in place for more than five years.
FIGURE 9.
Length of service
Sales
Employee of the period
Attendance
Safety
Performance/Above & Beyond
Suggestions/Ideas
< 12 months
3%
8%
12%
9%
8%
10%
14%
15 years
10%
30%
30%
37%
39%
45%
42%
> 5 years
87%
62%
58%
54%
53%
45%
44%
Responding organizations award length-of-service awards to the most employees annually. On average, companies report awarding 28 percent of the
employee population a length-of-service award in the past 12 months. In contrast, companies, on average, report 10 percent of the employee population
receives an employee-of-the-period award annually.
FIGURE 10.
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Length of service
Attendance
Sales
Performance/Above & Beyond
Safety
Suggestions
Employee of the period
28%
26%
22%
21%
21%
11%
10%
Program Administration
Almost half of organizations (48 percent) administer their recognition programs through HR.
FIGURE 11.
Human Resources
Each department is responsible for its
own program
Compensation
Corporate Communications
Benefits
Other
48%
15%
12%
3%
3%
19%
FIGURE 12.
14%
36%
42%
8%
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Yes
No
FIGURE 14. Is
62%
38%
What media do you use to communicate your recognition programs? (Check all that apply.)
Intranet/Internet
Company newsletter
Employee orientation
Employee handbook
Other
66%
50%
50%
29%
21%
Only 20 percent of organizations have a formal training program for managers about the recognition programs. The most commonly used training
method is an in-person session.
FIGURE 16.
What formal training methods do you use to train your managers? (Check all that apply.)
75%
36%
21%
12%
10%
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Managers present most awards one-on-one to the recipient (69 percent), while
63 percent of organizations hold a special event to recognize award presentations. Department meetings were the most cited other presentation method.
FIGURE 17.
FIGURE 18.
69%
63%
59%
37%
10%
7%
Do any of your recognition programs use the Internet for any of the following?
(Check all that apply.)
Program communication
Award ordering
Award nomination
Program administration
Program reporting/tracking
Training
40%
35%
29%
24%
19%
10%
Certificates and plaques are the most popular awards, awarded by 75 percent
of respondents. Second is cash, awarded by 63 percent and third are product
gift certificates, awarded by 57percent.
FIGURE 19.
What types of items are presented as recognition awards? (Check all that apply.)
Certificates/Plaques
Cash
Gift certificates for products/item purchases
Company logo merchandise
Jewelry (e.g.necklaces,lapel pins,bracelets,etc.)
Office accessories
(e.g.desk sets,portfolios,pen/pencil sets,etc.)
Household items (e.g.crystal vases,china,etc.)
Watches
Gift certifications for personal services
(e.g.spa treatments,car washes,etc.)
Electronics (e.g.cameras,TVs,stereos,etc.)
Other
Travel
75%
63%
57%
51%
43%
41%
34%
33%
26%
24%
23%
17%
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Respondent Demographics
Company Size:
Less than 100
100 - 499
500 - 999
1,000 - 2,499
2,500 - 4,999
5,000 - 9,999
10,000 or more
10%
13%
8%
15%
13%
13%
28%
Industry:
Manufacturing
Finance & Insurance
Health care & Social Assistance
Professional,Scientific & Technical Services
Information
Utilities
Public Administration
Other Services (except Public Administration)
Retail Trade
Educational Services
Accommodations & Food Services
Transportation & Warehousing
Real Estate & Rental & Leasing
Arts,Entertainment & Recreation
Wholesale Trade
Other
23%
16%
9%
8%
5%
5%
5%
5%
3%
3%
2%
2%
2%
2%
1%
8%
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RECOGNITION LOG
EMPLOYEE NAME
DESCRIPTION
OF ACTION,
PERFORMANCE
OR EVENT
WHO OBSERVED
ACTION OR EVENT?
WHAT MAKES
PERFORMANCE
OR ACTION
EXCEPTIONAL?
WHAT STANDARDS
WERE USED?
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WHAT TYPE
OF RECOGNITION
WAS GIVEN TO
THE EMPLOYEE?
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Selected References
WorldatWork Articles
Abrahamsen, Lane. 2003. Employers Turn to Recognition to Motivate
Employees. workspan, December, 24-26.
Armitage, Amelia. 2004. Overcoming the Elephant Problem: Creating Value
with Corporate Performance Management through Strategic Alignment and
Engagement. WorldatWork Journal, Third Quarter, 34-45.
Batutis, Susan. 2002. Money Talks for Northeastern University Employees.
workspan, August, 44-47.
Blackburn, Jan; Bremen, John M. 2003. From Exporting to Integrating:
Optimizing Total Rewards for a Global Sales Force. WorldatWork Journal,
Fourth Quarter, 72-79.
Cilmi, Amy Parr. 2005. Managers: The Critical Link in a Successful Rewards
and Recognition Program. workspan, November, 19-22.
Dermer, Michael. 2005. Ovation: NBC Universals Recognition Program
Sparks Employee Engagement. workspan, May, 39-42.
Dobbs, Kevin. 2005. On-Demand Rewards and Recognition Programs: The
Right Vendor Equals Success. workspan, November, 24-26.
Gostick, Adrian. 2003. A Heros Welcome: Improving Culture with Noncash
Awards and Recognition, workspan, July, 44-47.
Gostick, Adrian. 2000. They Do Recognition Right. workspan, October, 34-36.
Green, Gordon T. 2005. Recognition and the Generational Divide. workspan,
November, 10-11.
Handel, Jeremy. 2001. Recognition: Pats on the Back Motivate Employees.
workspan, December, 36-38.
Kasiarz, David; Purushotham, Daniel. 2004. Recognition Ruse. Focus on
Ethics, workspan, May, 104.
Keegan, Brendan P. 2002. Incentive Programs Boost Employee Morale and
Productivity. workspan, March, 30-33.
Kelley, Pat. 2002. Revisiting Maslow: Motivation, Retention and Performance
after Sept. 11. workspan, May, 50-56.
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WorldatWork Surveys
(www.worldatwork.org/library/research&surveys)
2005 Trends in Employee Recognition
2002 Employee Recognition Survey
WorldatWork Courses (www.worldatwork.org/education/compensation)
C12: Variable Pay: Incentives, Recognition and Bonuses
GR6: Variable Pay: Incentives, Recognition and Bonuses
T1: Total Rewards Management
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