the value of peer to peer recognition
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The Value of Peer-to-Peer Recognition
Internal Consistency
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“The deepest human need is the need to be appreciated”– William James, Psychologist
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Engine to High Performance Culture
• 30% lower voluntary turnover (Bersin)
• 12X greater business outcomes (Bersin)
• Recognition is the engine that drives organizational culture
• Firing on all cylinders
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Great place to work
• The Great Place to Work® institute includes camaraderie when evaluating what makes a successful work environment.
• Relationship with other employees
• Peer recognition triggers these qualities
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Recognition Builds Connections
“Many studies have shown that social connections with coworkers are a strong predictor – some would say the single predictor – of job satisfaction.”
Robert D. Putnam, Harvard Public Policy Professor & Author of Bowling Alone
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An uncommon language
• Appreciation
– Acknowledging what’s going well
– What’s right in the world
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The Rat Race
• Misconception of fixing problems
• Crisis mode equated to being productive
• Lack of time
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Workplace issues
• 54% of organizations lost high performing employees (T&D Mag)
• #1 reason of leaving: Lack of appreciation (Dept of Labor)
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CommunicationThe flow and content of communication is the lifeblood of an organization.
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Communication and Behavior
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Old Recognition Model
• Communication: 1 to many• Recognition: Single winner
• “Employee of the…” are event based, not ongoing
• 87% of awards are based on sticking around (tenure)
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Incoming Generation
• Millennial: Born after 1980.• 65% rigid hierarchies fail to get most from them
• Millennials want:– Flexible approach to work– Very regular feedback – And encouragement.
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Influence of Millennials
• Transparency, constant feedback
• 51% feedback should be frequent/continual.
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Changing workforce
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New Model
• Many-to-Many
• Based on achievements– Not tenure
They want to feel their work is worthwhile and that their efforts are being recognized.
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Demographics or Voice?
• Are these new workplace preferences?
Or
• Are millennials just louder at expressing them?
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Herzberg Study (1987)
• Removed controls
• Recognition for work
• Granted authority
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Herzberg Study (1987)
• Month 2: Before• Month 8: After
“How many opportunities do you feel that you have in your job for making worthwhile contributions?”
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Why Peers?
• Close to each other– Proximity– Collaboration– Communication
• Better understanding of the work performed, requirements to perform, and outcomes.
• Managers are overburdened w/ work activities
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Role of Recognition
• Validation– Feeling valued for work you’ve accomplished
• Reinforce culture– Builds and tells stories, vital for org identity
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Role of Recognition
• Collaboration– Connecting on shared work
• Retention • If efforts matter, then less likely to leave
• Productivity– More likely to make greater contributions
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3 characteristics
• Timely– Recency effect
• Specific– Narrow & descriptive
• Behavioral– Action-based
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Recognition vs. Appreciation
• Appreciation– Thank you– Good Job– Good work
• Recognition– ARC– SAIL– STAR
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Useful acronyms
• ARC– Action– Results– Consequence
• STAR– Situation– Task– Action– Result
• SAIL– Situation– Action– Impact– Link
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Sustaining P-to-P Recognition
• First rule: Simplicity.
• Follow-up rule: Remove bureaucracy
• Second rule: Measure to manage
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Measurement/Tracking
• Aligned to competencies• Alternative: skills, values
TeamworkProductivity
InnovationInitiative
CollaborationCustomer/Client Focus
Planning and OrganizingDecision Making/Problem Solving
Quality OrientationCoaching
Team LeadershipFormal Presentation Skills
Communication
0 5 10 15 20 25
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Implementation -Systems
• Tools:– Easy-to-use!– Paper-based or electronic systems
• Measurement:– Track recognition– Job sat/engagement surveys
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Implementation - Individuals
• Mgr Involvement:– Mgrs can read recognition notes in a team meeting– Team reward for 100% participation– Recognize the recognition program!
• Training:− Model positive communication− Demonstrate how it can be linked to values/goals− Promote fairness, & inclusion
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Conclusion
• Communication is the lifeblood of the organization• Peer-to-peer recognition helps: create connections• 3 components to recognition:– Timely– Specific– Behavioral
• Align recognition to skills, competencies, or values• Millenials are calling for more frequent feedback
Connect & Communicate!Josh@InternalConsistency.com
888-481-4741
www.linkedin.com/in/joshkuehler/
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