delta air lines 2008 recognition professionals …...rpi 2008 best practices executive summary...

Delta Air Lines

2008 Recognition Professionals International

Best Practices Submission

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Table of Contents

RPI 2008 Best Practices

Table of Contents Executive Summary ................................................................................................ 4

Standard I: Recognition Strategy..................................................................... 6

Purpose .................................................................................................................................................6 History ...................................................................................................................................................6 Figure I.2 – 2008 Flight Plan overviewHow Delta Recognition Programs Link to Business Goals ...................................................................................................................................8 How Delta Recognition Programs Link to Business Goals................................................9 Management Endorsement..........................................................................................................10 Current Snapshot of Recognition at Delta ............................................................................11 Continuous Improvement ............................................................................................................19

Standard II: Management Responsibility ................................................... 20

Strategy...............................................................................................................................................20 Involvement ......................................................................................................................................21 Dedication of Resources ...............................................................................................................22 Setting Accountability ...................................................................................................................24 Review & Assessment ...................................................................................................................24

Standard III: Recognition Program Measurement .................................. 26

Quantitative Statistical Data – Return on Recognition....................................................26 2008 MyDeltaRewards Summary .....................................................................................26 2008 Return on Recognition Analysis ................................................................................27 Quantitative Financial Data and Key Program Metrics ..........................................................28 Qualitative Data – Satisfaction and Recognition Perception Ratings .......................................30 Manager Survey Analysis ................................................................................................31 Employee Survey Analysis ..............................................................................................32 Focus Groups ................................................................................................................33 Informal Feedback .........................................................................................................33 Methodology .................................................................................................................33

Standard IV: Communication Plan ................................................................. 35

Re-Launch of MDR...........................................................................................................................36 Delta/Northwest Merger..............................................................................................................44 Ongoing Communication Elements ..........................................................................................45 Sample Media....................................................................................................................................47

Standard V: Recognition Training .................................................................. 50

Employee Recognition Resource Center ................................................................................51 Recognition E-Course ....................................................................................................................51 Recognition E-Coaching................................................................................................................51 Table V.4 – SMART Recognition E-Coaching ModuleProgram-Specific E-Learning Courses and Materials ...................................................................................................................53 Program-Specific E-Learning Courses and Materials .......................................................54 MDR-Specific Training Tools .......................................................................................................56

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Table of Contents


Conclusion ..........................................................................................................................................57

Standard VI: Recognition Events and Celebrations................................. 58

Formal Events ...................................................................................................................................59 Local Events.......................................................................................................................................62 Informal Celebrations ...................................................................................................................63

Standard VII: Program Change and Flexibility ......................................... 65

Review and Change Process .......................................................................................................65 Informal Feedback..........................................................................................................................66 Fall Program Review ......................................................................................................................66 Significant Examples of Change and Flexibility ..................................................................67 Planned Changes for 2009 ..........................................................................................................68

Index of Tables and Figures .............................................................................. 71

Index of Attachments .......................................................................................... 73

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Executive Summary


Executive Summary Introduction Since its founding, recognition at Delta Air Lines has been an important part of the organization. Throughout the organization’s history recognition has evolved and adapted as the larger organization’s needs have changed. This is especially true over the last eight years as recognition has become more intentionally woven into the business strategy of the organization, and as employee engagement initiatives have taken a larger role. Over the past eight years Delta has:

o Made a series of significant investments in recognition o Implemented systems, programs, processes, training and events o Continuously evolved and improved on its systems, programs, processes, training and

events o Enjoyed visible management support through both good and challenging times

To be successful, recognition at Delta has utilized all of the RPI Best Practice standards in its recognition efforts.

I. Strategy II. Management Involvement

III. Measurement IV. Communications V. Training

VI. Events and Celebrations VII. Change and Flexibility

Employing each of these standards has allowed Delta to develop and maintain a Strategy Recognition at Delta is more than just one program, it is a suite of programs from across the enterprise that encompasses milestone events, corporate enterprise recognition, localized recognition and performance management, and localized performance-based rewards which are continuously evaluated and improved. In order to have successful recognition programs at all levels of the organization, Delta’s recognition strategy takes a three-dimensional approach made up of day-to-day, informal and formal recognition. In addition, the organization’s recognition efforts are documented and outlined via written out recognition procedures ensuring recognition efforts at all levels of the organization are aligned with the larger recognition strategy. Management Involvement Delta’s recognition efforts not only have buy-in from senior management, but have their involvement at a high level in defining and documenting the recognition strategy and policies for the organization. To lay the financial foundation for success, senior management has identified and allocated resources to operate and maintain recognition. In addition, management at all levels is actively involved in participating in recognition through reviewing program results, recommending necessary changes, and actively participating in the presentation process.

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Executive Summary


Measurement Measurement is a critical element to Delta’s recognition success. At Delta recognition program results are reviewed against specific program objectives, the larger overall organizational recognition strategy, and then measured for effectiveness. Measurement models include employee and manager participation rates, satisfaction ratings, recognition contacts and frequency rates and key performance metrics of each program. Communications The primary goal of Delta’s communication plan was the successful branding of the recognition experience at Delta as well as specific recognition programs. This goal has been met by establishing MyDeltaRewards as the brand of Delta recognition and promoting programs independently with a variety of tools and media. This success has been carried on through the recent re-launch of the MyDeltaRewards platform. A successful communication plan was developed to communicate these new platform enhancements and functionality to the entire organization. Training Delta’s recognition training provides managers and employees with a suite of user-friendly, on-demand tools to educate, inform, and support recognition in the workplace. Training is available for both recognition best practices, as well as on the recognition tools themselves. This ensures that managers and employees have a good understanding of the best ways to recognize, and how to utilize the recognition tools available to carry this out. Events and Celebrations Delta ensures all events and celebrations are aligned with the recognition strategy by prescribing specific guidelines and processes for informal celebrations, local events, and formal events. All recognition events and celebrations are handled using internal resources, and include participation by management in a highly visible way. Change and Flexibility All programs at Delta have been designed with a specific business purpose in mind. By aligning programs with the larger recognition strategy, and aligning them with specific business purposes, their full effectiveness can be realized. Delta uses a standard framework to develop, deploy and assess program performance. From time to time, however, programs need to be adjusted. Based on informal feedback and a formal fall program review, Delta adjusts its recognition programs to meet the diverse needs of individuals and teams. Conclusion Delta’s experiences and recognition needs are not unique to corporate America. Delta operates in an extremely challenging, competitive environment, and looks to serve and recognize more than 50,000 employees across multiple countries who speak multiple languages. Delta continues to grow and adapt in its recognition efforts, but has maintained a foundation in the RPI Best Practice Standards.

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Standard I: Recognition Strategy



Description of Delta’s specific recognition strategy and how it relates to its overall organizational vision, mission and values

Summary

Delta takes a top-down approach to recognition that is people-focused. Since its founding, Delta has seen the value in taking care of its employees, and has continued this philosophy today as it has become one of the America’s premier global airline. This people-focused idea is carried out by recognizing employees for significant milestone events, for day-to-day contributions, and for performance that is linked to the company’s overall business strategy and objectives. Delta’s Vision for Recognition is “As part of our people strategy, we are committed to recognizing employees for significant milestones, day-to-day contributions and performance which are linked to the company’s business strategy.” Delta’s defined Recognition Strategy statement is “Our recognition strategy is centrally defined and supported with corporate programs while also providing tools, training and resources to business units to use as part of a disciplined approach to promote a culture of appreciation and performance-based recognition.” Specific, measurable goals of the Recognition Strategy and Plan include: o Making recognition 100% accessible for the entire organization o Recognizing employees more than four times a year o Encouraging the use of MyDeltaRewards to facilitate division recognition initiatives

These goals are accomplished utilizing a three-dimensional approach consisting of day-to-day, informal, and formal recognition. Proof Point – Delta currently maintains over 20 programs through its centralized recognition system to support 50,000+ employees across the enterprise. These programs include day-to-day recognition programs such as Recognition Cards, informal programs like Gaining Altitude and formal programs such as Chairman’s Club or other reward programs based on specific performance such as Every Bag Counts, Community Engagement and many others.

Purpose Recognition at Delta Air Lines is an integral part of its success as America’s premier global airline, and is used for the purpose of attracting, motivating, and engaging Delta employees. History A statement by Delta’s founder, C.E. Woolman, has set the standard for Delta’s workforce recognition strategy. He stated, “If we take care of our employees, they will take care of our customers.” This simple philosophy has served as the foundation for recognition at Delta Air Lines.

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Since 1996, Delta’s employee recognition team has administered multiple company-wide recognition programs and supported additional programs run at a local level led by managers and business leaders. However, a decentralized approach had several drawbacks which were uncovered in a recognition and incentive audit conducted in 1999. A few notable challenges included:

o Programs were not consistently aligned to Delta’s broader business strategies, goals and objectives.

o Issues existed across the board in developing clear rules with appropriate criteria and communications.

o Feedback from the audit revealed “reward inequity”. Some divisions had a lot of programs with rich rewards and others had none or supported a couple of programs with very modest rewards.

o Lack of consistency and reporting created problems with accurate tax reporting. o At peak, Delta had more than 40 reward and incentive vendors supporting dozens of

programs throughout the company. Responding to the findings from the recognition and incentive audit, from 2001 through 2003 Delta conducted several pilot programs in different divisions. The programs were well received and successful. Delta Human Resources (HR) developed a vision of a centralized platform that could support enterprise-wide programs but was still flexible enough to support divisional programs. In 2003, with the help of outside consultants, Delta HR put together a comprehensive, multi-year Recognition Work Plan (Recognition Plan) designed to support its Recognition Strategy. The plan offered a detailed roadmap and timeline with investments in recognition training, centralized guidelines and tools, enterprise system implementation, and integrated communications. The original plan involved three phases: build the foundation, integrate all programs and build the brand for recognition at Delta, and leverage it into the organization. Phase 1 – Build the Foundation

o Total reward recognition training o Common guidelines and tools o Integration and automation of key

processes o Deploy common platform – central

administration with departmental “ownership”

Phase II – Integrate All Programs & Build the Brand

o Launch platform (www.mydeltarewards.com) with tender-neutral currency (points)

o Deploy enterprise peer-based program aligned with business priorities

o Aggregate all reward programs o Promote “recognition brand” within Delta

Figure I.1 – MyDeltaRewards login screen

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Phase III – Leverage into the Organization o Communicate performance expectations o Measure performance o Provide employees’ access to personal performance data o Link recognition/rewards to behavior, actions and results

In 2004, www.mydeltarewards.com (MDR) – a fully automated point-based system that supports recognition programs - was launched. By 2006, all phases of the plan supported by senior management had been implemented and the first round of ROI results were tabulated. All of the programs supported by www.mydeltarewards.com (MDR) offer the tools to define expectations and link recognition and rewards to performance that meets or exceeds them. All of the nomination, elevation and approval criteria as well as reward programs, directly support the elements of Delta’s 2008 Flight Plan and supporting business plans, and are well documented. For the purposes of illustration, the two most visible corporate, enterprise-wide recognition programs will be highlighted — Gaining Altitude and Chairman’s Club.

Figure I.2 – 2008 Flight Plan overview

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How Delta Recognition Programs Link to Business Goals Gaining Altitude Gaining Altitude recognizes and rewards employees for contributions that further the company’s strategic goals. 2008 Flight Plan Goal Gaining Altitude Award Category Position Delta as the Global Airline of Choice Customer Service Be Safe, Reliable and Customer Focused Customer Service Work Together and Win Together Operational Excellence Build a Diversified, Profitable Worldwide Network and Global Alliance

Revenue Growth

Delivery Industry-Leading Financial Results Revenue Growth/Cost Savings Table I.1 - How Gaining Altitude supports Delta’s broader business goals Gaining Altitude Award Categories and Criteria Customer Service Operational Excellence Criteria for recognizing employees whose actions “have demonstrated high levels of service with internal and external customers” include: o Viewed problems from customer

perspective and responded with empathy, positive attitude and professionalism

o Resolved customer problems quickly and effectively

o Led initiatives that increased customer satisfaction

o Performed a “heroic deed” o Resolved a major complaint that resulted

in winning back a million mile SkyMiles customer

o Obtained a high profile account based on personal relationship

o Served as a key facilitator in a cross departmental initiative focused on internal customer service.

Criteria for recognizing employees whose actions and effort “support the day to day business issues that drive Delta operations” include: o Exceeded standards for consistent, reliable

operations o Demonstrated outstanding personal

responsibility and accountability for safety o Developed and emphasized preventive

measures to avoid injury o Went the extra mile to overcome operational

challenges and/or assist customers o Under-promised and over-delivered

consistently to internal and external customers

o Achieved significant operational improvement through cross-divisional collaboration efforts

o Demonstrated extreme work commitment by overcoming difficult operational challenges.

Revenue Growth Cost Savings Criteria for recognizing employees whose actions “have identified, retained or landed income” include: o Provided value-added service(s) that

improved a customer’s experience o Generated and implemented idea that

resulted in a new revenue opportunity o Delivered significant profitable revenue

growth o Employee in a non-sales capacity obtained

new business for Delta

Criteria for recognizing employees who “find ways to eliminate low-value work and reduce costs without compromising safety, quality, or service” include: o Achieved cost savings objectives o Identified ways to continually reduce costs

without compromising safety, quality, or service

o Redefined a process to maximize efficiency or eliminate redundant work

o Implemented initiative with documented significant cost or productivity savings

Table I.2 – Gaining Altitude Award Category Details

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Chairman’s Club The Chairman’s Club is a prestigious pinnacle nomination program that rewards dedication and determination to our customers, peers, and the communities that we serve.

Management Endorsement Two critical elements were necessary for the initial management endorsement of the Recognition Plan: 1. ROI Framework 2. Behavioral Science Foundation The business case and ROI Framework illustrated both the hard and soft benefits to be realized by Delta as well as potential areas of impact on the business. Hard Benefits Soft Benefits Immediate o Automation vs. manual

activities o Leveraging dollars

spent/consolidating purchasing

o Increase employee job satisfaction through use of performance feedback, positive reinforcement, recognition and rewards

Near Term o Reduce frauds/shrinkage

o Impact bottom line through performance improvement

o Increase shareholder value

o Transform Delta’s culture o Enhance employee

reactions o Impact recruitment and

retention

Table I.3 – Hard vs. Soft benefits of an enterprise wide recognition system The team also showed how the financial measures and impact areas dovetailed with the company’s strategy and objectives. o Reduce

administrative costs

o Leverage internal resources

o Develop common infrastructure across all business units

o Improve inter-company communications and relationships

o Accountability on performance standards

o Provide “real-time” performance feedback

o Align employee behavior with Delta service standards

o Improve service standards across all business units

o Proactive in labor relations

o Workforce engagement

o Deploy information technology solutions in an environment that encourages innovation

Table I.4 – View of ROI from a broader perspective

Financial Employee Focus

Customer Focus

Innovation

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By educating senior leadership about what drives human behavior, the Delta Recognition Team was able to provide external validation and scientific support for how the ROI could be achieved and the investment in resources advantageous. The scientific foundation takes the concept of Recognition out of the “idealistic” category and showed leadership how and why it is a powerful tool to affect organizational change. Current Snapshot of Recognition at Delta Delta’s Recognition Program is Three-Dimensional, and provides tools and programs for each type of recognition. Day-to-Day Recognition At Delta, the goal is to provide tools and resources for business units which enable day-to-day recognition. With variables in time constraints, work schedules, and other demands, as well as differences in individual manager personalities and processes, Delta provides appropriate recognition tools and resources so that managers can enact consistent daily recognition for the members of their teams. Peers can also play a part in Day-to-Day Recognition by nominating their co-workers or sending them no-cost e-cards via MDR.

Figure I.3 – Scientific foundation on recognition

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At Delta Air Lines, daily recognition of specific desired behaviors is: Encouraging of desired behaviors Verbal or written Of no/limited monetary value Usually done privately

Specific Tools and Examples of Day-to-Day Recognition MDR Life Occasion Cards Introduced to the MDR system on November 17, 2008, Recognition Cards provide all Delta employees an opportunity to recognize their peers at no cost.

MDR Life Occasion Cards

Objective Provide Delta employees a no cost resource for daily recognition of milestones, birthdays and other life events.

Eligibility All Delta Air Lines employees may send and receive Life Occasion Cards

Management Involvement

Managers are encouraged to use Recognition Cards for smaller daily achievements

Success Introduced to the MDR system on November 17, 2008, over 450 e-cards were sent in less than one month.

Resource Online, easy access to no-cost e-cards Table I.5 – Overview of MDR Life Occasion Cards

Informal Recognition Effective recognition is not always the result of a highly structured, formal program. Informal recognition is a vital component of the Delta Recognition Plan. Delta understands that the most effective and memorable recognition typically comes from an employee’s manager. Accordingly, Delta provides tools such as On the Spot recognition vouchers and Celebration Guidelines to managers to enable them to efficiently and effectively recognize their team members. At Delta Air Lines, Informal recognition may include:

o Low-cost mementos o Small, yet creative, celebrations o Less structure than formal nomination programs

Figure I.4 – Sample Life Occasion E-cards

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Specific Tools and Examples of Informal Recognition

On-the-Spot Objective Provide managers with an immediate,

informal method of recognition Eligibility Any manager can place an order for a single

employee; award value ranges between $25 and $100


Managers purchase On-The-Spot vouchers to give to their employees for exemplary performance

Success Over 200 vouchers have been redeemed by employees in 2008

Resource On-the-Spot vouchers available through Delta’s Intranet

Table I.6 – Overview of On-the-Spot recognition tools

Formal Recognition Formal recognition and rewards at Delta typically occur as formally designed programs. All active Delta employees in good standing are eligible for corporate wide recognition and reward programs such as Service and Retirement Rewards and other formal programs accessible via MDR. These include, Chairman’s Club and Gaining Altitude. In addition, many business units have their own recognition and reward programs linked to specific goals and objectives. At Delta Air Lines, Formal recognition includes:

o Nomination programs o Award ceremonies o Public recognition

Figure I.5 – Sample On-the-Spot recognition materials

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Specific Tools and Examples of Formal Recognition

Service Awards and Retirement Updated in 2008, the Service Awards program recognizes employees for their years of service at Delta. Retirement similarly recognizes Delta employees for their years of contribution in a meaningful, personal manner.

Service Awards and Retirement Program Objective Provide meaningful recognition to Delta employees on their Service

Anniversaries and at Retirement.

Award Levels Service Recognition begins at one year of service and is celebrated in five

year increments thereafter.

Retirement is recognized upon formal retirement from the organization.

Eligibility All Delta Air Lines employees that achieve recognized years of service and retirement


Service Awards - Personalized note from CEO. Presentation by manager.

Additional celebration at manager’s discretion. Retirement – Managers are given the responsibility for planning and executing a recognition celebration that is: o Aligned with Delta’s Employee Recognition Guiding Principles o Sincere o Timely o Personalized o Appropriate

Success Delta has received much positive feedback on the program, and has planned

updates for 2009 as a result of program review and employee feedback.

Resources and Documentation

Resources:

o Custom Service Award and Retirement Ordering Website, Lapel Pins,

Gifts

o Allocated Budget per employee/year level Documentation:

Managers have access to the following documents to help them prepare for

the presentation/event.:

o Manager’s Reference Guide for Preparing the Retirement Celebration o Presentation Guidelines

o Event Checklist, Reminders, Research Guide

Table I.7 – Overview of Service Award and Retirement programs

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Gaining Altitude Gaining Altitude is an enterprise-wide, peer-to-peer nomination-based recognition program supported by MDR. The primary objective of Gaining Altitude is to enable employees to recognize each other and to receive recognition for their contributions that drive the company’s strategy. Four Gaining Altitude performance recognition categories are identified as:

Figure I.6 – Sample screen shots of Service Award portal

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Gaining Altitude

Program Objective Enable employees to recognize each other and receive recognition for their

contributions that drive Delta’s strategy.

Performance Levels

o Lift - Daily efforts and improvements that consistently meet or exceed normal expectations

o Fly - Contributions that are significant and well outside the normal goals

and expectations for a position

o Soar - Contributions that are significant and rarely demonstrated by

others.

Performance Recognition Categories

o Cost Savings

o Customer Service o Operational Excellence

o Revenue Growth

Eligibility All Delta Air Lines active employees are eligible for recognition in Gaining

Altitude


Managers are copied and notified of their team member’s recognition and

have the option to elevate nominations to higher levels.

Success Gaining Altitude has achieved its objective with 37,096 nominations in 2008

and over 80% of employees who receive recognition via this program

reporting that it motivates them to continue to improve their job performance.


Resources:

o MDR for access to program/nominations

o Universal Rewards Mall (within MDR) provides of 4 million items to choose

from o Allocated Budget

Documentation: o Reference Guide for Gaining Altitude

o Gaining Altitude Manager Guides

o Gaining Altitude E-Learning

o Gaining Altitude Super Approver Guide

o Nomination Evaluation Matrix Table I.8 - Overview of Gaining Altitude program on MDR

Figure I.7 – Sample certificate and recognition e-cards from Gaining Altitude program on MDR

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Chairman’s Club Now in its 12th year, Delta’s Chairman’s Club is a nomination-based recognition program which recognizes employees whose determination and dedication have made a difference in the lives of its customers, communities, and other employees. It is the most prestigious corporate recognition a Delta employee can receive, reserved for only the highest performers in every area of their jobs.

Chairman’s Club Program Objective Recognize and reward employees who consistently perform at the

highest levels in every area of their job. Nomination Criteria o Continually looking for ways to reduce cost or produce revenue.

o Continually searching for ways to improve customer service. o Recognizing and valuing the contributions of people from diverse

backgrounds. o Seeking to enhance Delta’s customers’ travel experience. o Enhancing the lives of others in the community. o Maintaining the highest level of safety and security. o Making customer requirements and expectations a priority. o Embracing change and seeing it as an opportunity for growth. o Maintaining a high level of team enthusiasm and commitment. o Embracing opportunities to demonstrate compassion for people.

Eligibility All active Delta Air Lines employees (except officers, directors, and

former Chairman’s Club honorees) are eligible to be nominated. Management Involvement

Managers are tasked with actively promoting Chairman’s Club and encouraging nominations.

Success The Chairman’s Club program always has excellent participation rates and great feedback. This year, there were 5481 nominations submitted, and this was the first year that 100% of feedback received (from a survey) was positive!


Resources: o Dedicated staff o Volunteers o Allocated Budget o MDR automated nomination process

Documentation: o Chairman’s Club Step-by-Step Guide o 2008 Chairman’s Club Selection Guide

Table I.9 – Overview of Chairman’s Club formal recognition program

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Other Formal Reward Programs Name Description Alignment TRIP (The Reservations Incentive Program)

A program designed to encourage reservation agents to transfer customers to vendor partners such as Hotel.com and Hertz/Avis

Revenue Growth

EBC (Every Bag Counts)

A program designed as a behavior-influencing program that encourages employees in baggage handling departments to collect baggage charges for overweight/oversize luggage

Revenue Growth

SPOT An aggregate of many smaller recognition initiatives ranging from training completion to safety awards

Customer Service, Operational Excellence, Revenue Growth, and Cost Savings

DIG Domestic Incentive Goal is designed to recognize employees in cargo sales. DIG rewards those who meet or exceed individual, team and departmental sales goals

Revenue Growth

NUGGET This revenue management award was developed for employees in key departments. NUGGET identifies three goals - RASM, DB/SS, and High/Low Yield Spill.

Revenue Growth

STAR (Sales Team Achievement Recognition)

A program designed to recognize sales personnel or any employee in the SLD business unit who exceeds various revenue goals.

Revenue Growth

Credit Card Fraud

A behavior- influencing program in which employees who suspect credit card fraud are rewarded for submitting the suspicious record to Revenue Protection for validation.

Cost Savings

REAP (Recognizing Educational Achievement Program)

A program that rewards employees who earn a professional certificate, bachelor’s degree or graduate degree.

Customer Service

Community Engagement

A behavior-influencing program for all Delta employees that supports Delta’s corporate initiatives by providing small incentives to encourage volunteer participation in any corporately-sponsored event such as blood drives, JDRF walks, MOD walks, Relay for Life, AIDS Walk, and Habitat for Humanity.

Customer Service

Table I.10 – Other currently active formal reward programs

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Continuous Improvement Programs at Delta are initiated to achieve a business purpose. Delta uses a standard framework to develop, deploy and assess program performance. The process includes:

o Defining Business Goals – goals and objectives are defined o Create Programs – create programs designed to achieve the goals includes

determining eligibility, rule structures and the R3 strategies o Communicate Performance Expectations - once the programs are developed,

they are communicated to employees. o Measure Performance – per the program rules, individual performance is

measured throughout the program o Linking Reinforcement, Recognition and Rewards to performance

measurements o Measure Program Performance – program performance is monitored through

reporting and evaluation to ensure the program is meeting or exceeding the stated goals and objectives. [see Total Recognition Process Figure below]

o Fall Review Process – each year, Delta conducts an intensive review process to evaluate the effectiveness of each program and determine if any changes are needed to realign with company goals.

Delta measures program performance on a monthly basis. Reports are available from the MDR platform and are configured into a dashboard which is submitted to senior management. This monthly scan enables leaders and managers to stay apprised of program performance. Changes can be generated from informal feedback or through the program review in the fall of each year.

Figure I.8 – Overview of the total recognition process (6 steps)

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Standard II: Management Responsibility


Standard II: Management Responsibility Delta senior management’s role in defining and documenting the organization’s recognition strategy and policies.

Summary

Delta’s recognition efforts have enjoyed periodic senior management support. There have been numerous changes in leadership over the past 3-4 years. In 2008, Senior Management has re-engaged in its involvement and support of recognition. In fact, recognition and MyDeltaRewards have been at the forefront of the discussions and planning in the integration of Northwest and Delta Air Lines. Examples of Senior Management involvement and sponsorship include: * Active contribution in the development and evolution of a recognition system at Delta * Participation in the nomination process for certain programs * Appearance at recognition celebrations * Resource allocation to support recognition plan Delta’s senior management has set-aside the proper monetary and non-monetary resources to ensure the recognition system’s success. Delta’s annual corporate operating budget for recognition exceeds $2.5M. Other non-monetary resources include the development of an online Recognition Resource Center, road shows on the MDR platform, webinars, focus groups, and a variety of other internal marketing efforts to communicate this new platform and how to properly perform recognition. In addition to Senior Leadership engagement, department managers are increasingly being held accountable for training, delivery and initiation of recognition for their teams. Advances in management responsibility and ownership are evidenced by >60% participation in training, the requirement that all new leaders receive training on recognition and that manager-initiated recognition is up more than 50% in 2008.

Proof Point – Senior Management has dedicated 2½ full time employees for the Delta Recognition Team, 3-5 full time employees annually as Volunteer Staff & Recognition Ambassadors, >$2.5M for a Delta Recognition Team Operating Budget and $6M – $8M in business unit contributions for recognition.

Strategy Senior Management at Delta realizes the impact they have on the corporate-wide culture and on the success of recognition programs. Senior management is involved in the Delta Air Lines corporate strategy, business goals and objectives, and they support the Total Recognition Strategy by ensuring that it is linked to these business goals and objectives. As detailed in Standard I, management is involved in making sure that as the Flight Plan evolves, the Gaining Altitude program evolves with it, keeping the program constantly aligned with Delta’s business objectives.

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2008 Flight Plan Goals Gaining Altitude Award Category

Position Delta as the Global Airline of Choice Customer Service Be Safe, Reliable and Customer Focused Customer Service Work Together and Win Together Operational Excellence Build a Diversified, Profitable Worldwide Network and Global Alliance

Revenue Growth

Deliver Industry-Leading Financial Results Revenue Growth/Cost Savings Table II.1 - How Gaining Altitude supports Delta’s broader business goals

Involvement While Senior Leadership has always been involved from a strategic planning, resource allocation and event celebration perspective, in 2008, leadership became even more visible in terms of sponsoring and initiating recognition. An example of CEO involvement was the formation of “Richard’s Recognition”. Richard Anderson, CEO of Delta Air Lines, feels strongly about the need to put people first and recognize individual accomplishments. Anderson feels so strongly, he asked to Delta Recognition Team to put together a “Lunch on Me” concept whereby cards could be handed out on-the-spot to deserving employees caught in the act of “doing something right”. In addition to “Richard’s Recognition”, in tough economic times, Anderson has supported a 200% budget increase in retirement awards to upgrade the retirement plaque to appropriately acknowledge employee contributions in addition to upgrades to the Service Award program. Senior Management support goes beyond the all-important C-Level. Tim Mapes, SVP of Marketing for Delta has enthusiastically served as the emcee at Chairman’s Club – making the extra effort to personalize the experience for more than 100 deserving employees. Mapes makes it a priority to incorporate recognition into internal marketing efforts as well as external to ensure the workforce is well positioned to deliver on Delta’s brand promise. An additional example of Mapes belief in recognition is the Job Well Done program. A Job Well Done is a marketing initiative whereby select Platinum Flyers are empowered to recognize front line employees for excellent customer service. An additional example of Senior Management support is Rob Kight, VP of Compensation. Ultimately responsible for recognition (the Delta Recognition Team reports up through Rob), Rob has overseen all recognition planning activities as well as approved the recognition plan and resources. In 2008 the conversation about recognition has been elevated to C-Level status. It is more visible than it ever has been due to the Delta – Northwest Airlines merger. As Delta looks to on-board and engage more than 35,000 new stakeholders into the organization, recognition is at the heart of that message. In addition to Senior Leadership engagement, department managers are increasingly being held accountable for training, delivery and initiation of recognition for their teams. Advances in management responsibility and ownership are evidenced by >60% participation in training, the requirement that all new leaders receive training on recognition and that manager-initiated recognition is up more than 50% in 2008.

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Proof Point – CEO Involvement Richard Anderson, Delta Air Lines’ CEO consistently shows visible support for recognition at Delta. Anderson enthusiastically supports and attends each Chairman’s Club event, and sends personal letters to employees with over 45 years of service with Delta. Richard Anderson’s support of recognition has even expanded to his own program of “Lunch on Me” to be launched in 2009. At Anderson’s request, custom cards are being printed with award codes to hand out on an informal basis for those caught in the act of “doing something right”. “Recognition plays an important role in our culture, and has undoubtedly contributed to our success as America’s premier global airline.” – Richard Anderson, CEO

Proof Point – Visible Senior Leader Support Tim Mapes, SVP of Marketing, was the emcee of the 2007 & 2008 Chairman’s Club events. He encourages participation in the many Delta Air Lines recognition programs. Additionally, his team helped support the re-branding of Delta’s service and retirement awards in 2008. “I continue to be amazed at the effects recognition has on our people. We are intent on capturing the hearts and minds of our employees. Recognition plays a critical role in our overall brand strategy and employee engagement efforts. I strongly believe in the power of recognition – I have witnessed the impact of Chairman’s Club and am a proud supporter of the effort put into recognition overall. Last, but not least, it has been an honor to serve as the emcee at Delta’s premier recognition event!” - Tim Mapes, SVP of Marketing

Proof Point – Additional Leader Support Rob Kight, VP of Compensation and Benefits, is also instrumental in providing the resources needed to maintain excellence in recognition. “The enhanced functionality within MDR supports our goal of continuing to build a great place to work while fostering an environment of employee engagement. Delta is in elite company when it comes to this type of recognition and rewards platform. I am proud of the work we have done to take it to the next level. We have a best in class reward and recognition platform which allows our employees to recognize each other.” – Rob Kight, VP of Compensation

Proof Point – Additional Leader Support Tony Charaf, President – Delta Technical Operations, prior to the re-launch of MDR, stated to his directors “We are not yet world-class when it comes to recognition and we need to continue using Gaining Altitude to recognize our employees.” Tony’s statement supports an internal culture of being dedicated to continuous improvement and enhancement of Delta’s Recognition initiatives – driving towards the ultimate goal of 100% participation.

Dedication of Resources Delta launched a training program for all managers that included an online Recognition Resource Center, a series of guidelines and tools, and a broad communications plan which

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included road shows, webinars, focus groups and internal marketing for the new system, programs and tools. Since 2000, more than $30M has been spent on recognition and non-cash rewards at Delta. During that time, senior management has experienced significant changes. Because people – and recognition - are woven into the fabric of Delta’s culture, recognition has survived and even thrived during tough times. Senior management dedicates internal staff, including internal volunteer workers, recognition ambassadors, a centralized operating budget, additional business unit financial support and supplemental resources provided by vendors. Internal Staff – The Delta Recognition Team is currently led by an Employee Recognition Specialist, Stephanie Merchiore, who has been with Delta for ten years. Stephanie previously won the RPI Recognition Champion Award in honor of Pamela Sabin. Stephanie is supported by a Certified Event Planner and additional administrative support. Volunteer Workers and Recognition Ambassadors – Delta coordinates the Chairman’s Club event internally. During the planning and execution phases of Chairman’s Club, 25-30 volunteers help support the effort. This group of passionate and committed Delta employees works with a spirit of service and an understanding of the importance of this prestigious recognition event. Volunteers freely give their time and are not compensated for the extra hours they put in. Additionally, certain leaders and managers serve as recognition ambassadors within the organization. These internal “recognition champions” are vital, local resources that managers can access for additional information and support. Operating Budget – Delta’s Recognition Team has an annual operating budget of $2.5M. The budget includes the MDR system, program administration support, Manager SPOT Recognition, Chairman’s Club and the Gaining Altitude program. Business Unit Financial Support – Business units fund their own programs via the Delta Recognition Team. In 2008, more than a dozen programs representing more than $6M in points was supported by the Delta Recognition Team for individual business unit programs. Customer Service and Vendor Support – MDR customer service and additional vendor resources amount to an additional 3-5 FTEs (full-time employees). Delta’s Recognition Team serves more than 50,000 employees, managers, and leaders. In addition, strong vendor support in the areas of technology, system administration, consulting services, customer service, and fulfillment are vital to the total recognition initiatives. Summary Chart of Dedicated Resources Resource Description Resource Amount Internal Staff – Delta Recognition Team 2.5 FTEs Volunteer Staff & Recognition Ambassadors

Average of approximately 3-5 FTEs annually

Delta Recognition Team Operating Budget

$2.5M

Business Unit Contributions $6-8M Customer Service & Vendor Support Average of approximately 3-5 FTEs

annually Table II.2 – Dedicated resources for recognition at Delta

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Setting Accountability By apprising its managers how, when and why to appropriately recognize the daily efforts of their employees, Delta leadership makes sure managers consistently meet this crucial aspect of its overall recognition strategy. Delta strongly encourages that all managers take a 40-minute e-course to ensure that every manager has and uses the same tools and strategies for day-to-day recognition. The objectives of this quick e-lesson for managers are five fold:

1. To define the company’s overall recognition strategy 2. To identify recognition resources 3. To explain how the strategy fits into Delta’s Performance Management System 4. To provide self assessment of their own abilities 5. To explain the science behind recognition and rewards

Management ownership and participation in recognition is vital to its success. Every effort has been made to provide management with tools, guidelines, documented processes, and reporting necessary to effectively deliver reinforcement, recognition and rewards to their teams. The following metrics are tracked and reviewed by the Delta Recognition Team, and illustrate management involvement:

o Number of peer initiated versus manager initiated nomination in Gaining Altitude o Number of FLY elevations in Gaining Altitude – over 10,000 in 2008 o Number of SOAR elevations in Gaining Altitude – close to 500 in 2008

Management does a commendable job incorporating recognition into informal team meetings and conference calls. This has been an area of focus for the Delta Recognition Team in 2008 and will continue into 2009.

Review & Assessment Delta’s management takes an active interest in corporate, enterprise-wide recognition programs. Business unit leaders also take a very active role in any programs that are specific to their respective departments. Management reviews and evaluates program effectiveness using the following reports: Weekly & On-Demand Reports The MDR platform supports on-demand reporting. A variety of reports are run by the Delta Recognition Team on a weekly basis. Examples of weekly reports include: Award Search, Items Ordered and Nomination Detail reports. Monthly & Scheduled Reports Numerous reports are run on a monthly basis and submitted to management as well as special scheduled reports. Ad-Hoc Reports Ad-hoc reports are run on an as-needed basis. Gaining Altitude Summary Dashboard On a monthly basis, a summary dashboard for all activity relating to the Gaining Altitude program is compiled and submitted to management.

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Program Review The Delta Recognition Team prepares a program summary which is available to HR management and senior leaders on demand. Reviewing the above reports, management at Delta determines program effectiveness, participation, and satisfaction rates, and can decide if the program requires any adjustments.

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Standard IV: Communication Plan


Standard III: Recognition Program Measurement How Delta’s recognition program results are linked to its recognition strategy and program objectives – and then measured for effectiveness.

Summary

Measurement of recognition at Delta is both quantitative and qualitative to ensure an accurate snapshot of program and system performance. Quantitative statistical data, or “return on recognition [ROR]”, is gathered on usage and behavior within the MDR platform, such as participation rates, points deposited, points redeemed, orders shipped. In addition, ROR is expressed in terms of recognition contacts, impressions and frequency rates. Most importantly, quantitative financial data and key metrics on the bottom line impact of total recognition is tracked on a program by program basis. Qualitative data is also an important part of the analysis. In 2008, formal feedback was gathered through an employee survey as well as a management survey on recognition practices. In addition, informal feedback was gathered during road shows, leadership meetings and through “contact system administrator” via MyDeltaRewards.

Proof Point – In 2008 more than 72% of active Delta employees were registered and participated in MyDeltaRewards. With industry average program participation at approximately 30% - Delta has more than double the average participation rates.

Quantitative Statistical Data – Return on Recognition 2008 MyDeltaRewards Summary Detailed analyses are prepared to evaluate and assess the statistical and substantive validity of all business unit programs supported by MDR. Program Summary - 2008

Gaining Altitude Recognition

Chairman’s Club Recognition

EBC – Every Bag Counts Performance

TRIP – Call Transfers Performance

DIG – Domestic Incentive Goal Performance

Community Engagement Recognition

Nugget Performance

STAR Performance

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Job Well Done Recognition

Credit Card Fraud Performance

Life Occasions Recognition

REAP Recognition

SPOT Both

Manager SPOT Recognition

RevUP Performance

Table III.1 – 2008 Recognition Program Summary

MDR Budget Summary – 2008

Points Issued 1.5 billion $7,500,000

Points Redeemed 1.17 billion $5,850,000

# Orders 39,295 $148.87 avg. per order

Table III.2 – 2008 MDR Budget Summary Registration Summary

Active Delta Employees 50,000

Registered Delta Employees thru Nov. 08 35,647

Percent Registered 72%

Percent Re-registered in the first 35 days of the re-launch 30.6%

Table III.3 – 2008 MDR Registration Summary 2008 Return on Recognition Analysis The following measurements provide a means for determining return on recognition effectiveness as reflected by:

o Participation Rates – the number of active Delta employees registered in MDR o Recognition Contacts – the number of recognition receipts by an employee o Recognition Impressions – measures the impact of recognition more broadly in terms

of the sender, receiver and how it is shared or socialized. o Recognition Frequency Rates – how frequently an individual receives recognition

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Return on Recognition Analysis

Participation Rates 72%

Recognition Contacts 490,002

Recognition Impressions 1,470,006

Recognition Frequency Rates Approximately 9.80 recognition contacts per

employee per year

1 recognition contact per 37 days per employee

Summary – Fully Loaded Total Recognition Costs (including tax gross up)

$8.5M

Cost Per Recognition Contact $17.35

Cost Per Recognition Impression $5.78

Documented Value to Business $346,367,560

Return on Recognition 3975%

Table III.4 – Return on Recognition Analysis Quantitative Financial Data and Key Program Metrics Gaining Altitude

Total # of nominations- 2008 37,096

# of LIFT nominations 26,027

# of FLY nominations 10,594

# of SOAR nominations 474

Percent Initiated By Peers 80%

Percent Initiated By Managers 20%

Associated Revenue $134,396,800

Associated Cost Savings $46,779,420

Total # of points rewarded to participants 128,110,456

Table III.5 – Gaining Altitude Program Metrics

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Every Bag Counts

Revenue Collected $148,691,340


Dollar equivalent $2,505,949.29

Table III.6 – Every Bag Counts Program Metrics

Community Engagement

Pints of Blood Donated 5640

Dollars Raised for Delta Sponsored Charities >$300,000

Table III.7 – Community Engagement Program Metrics

Job Well Done

Certificates Issued 232,780

Certificates Redeemed 18,000

Certificate Redemption Rate 7.7%

Number of SkyMiles Customers Involved 4,500


Table III.8 – Job Well Done Program Metrics

Reservation Incentive Program [TRIP]

Revenue Collected >$6,500,000

Total Number of Call Transfers 473,835


Table III.9 – Reservation Incentive Program (TRIP) Metrics

Credit Card Fraud

Number of Validated Credit Card Fraud Reports 272

Table III.10 – Credit Card Fraud Metrics

Domestic Incentive Goal [DIG]

Revenue Collected >$10,000,000


Table III.11 – Domestic Incentive Goal (DIG) Program Metrics

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Life Occasions Cards (launched mid November 2008)

Number of Life Occasions Cards Sent 636

Table III.12 – Life Occasions Cards Program Metrics

REAP (educational degrees and/or certifications)

Number of Professional Degrees and/or Certifications Achieved

>200

Table III.13 – REAP Program Metrics

Summary Financial Analysis – Revenue & Cost Savings

Revenue Supported $299,588,140

Cost Savings Supported $46,779,420

Total Documented Value to Business $346,367,560

Table III.14 – Summary Financial Analysis for Recognition

Qualitative Data – Satisfaction and Recognition Perception Ratings Surveys In December of 2008, two recognition culture surveys were posted on www.mydeltarewards.com site, one for managers and the other for employees to evaluate the MDR platform. Participation in the survey was voluntary and conducted between December 8th and ended on December 19th at midnight. Recognition Culture Survey Results

Total # of responses 4,542

# of employees who responded 4,293

# of managers who responded 249

Table III.15 – Recognition Culture Survey Results

Manager Survey - 2008

Q1 -Recognizing employees when they do good work is important.

99.5%

Q2- Recognizing my employees when they do good work shows them they are valued.

99.5%

Q3- Recognizing my employees makes me feel like I am a good manager.

99.2%

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Q4- Recognizing employees helps them to be more productive.

99.2%

Q5- Recognizing employees provides them with practical feedback.

99.5%

Q6- My employees appreciate it when I acknowledge them for doing good work.

99.2%

Q7- Employees receive a good deal of encouragement and recognition.

88.8%

Q8 -Outstanding performance is regularly recognized at Delta.

82.7%

Q9- My performance is appropriately recognized.

73%

Q10- Employee recognition is a strong part of our organizational culture.

85%

Q-11 Delta provides recognition tools for me to use.

95.2%

Q-12 I would benefit from additional training on how to provide effective recognition.

75.9%

Q-13 The Service and Retirement program effectively recognizes employee milestones.

83%

Q14- Gaining Altitude is an effective tool to recognize employee behavior consistent with Delta’s business objectives.

93%

Q15- Chairman’s Club inspires employees to strive for superior performance.

74.3%

Q16- Our current corporate programs drive on-the-job behaviors that achieve business results.

84.3%

Q17- I have personally recognized or approved recognition for a team member within the last seven business days.

58%

Table III.16 – Manager Survey Results

Manager Survey Analysis Strengths:

• Management buy-in to the importance of recognition (Q1-6) • Management support of Gaining Altitude (Q14) • Manage perception of recognition at Delta Air Lines (Q11 and Q16)

Challenges and/or Areas for Improvement:

• Management response was low (249 responses) • Increase opportunities for management training (Q12) • Increase promotion, awareness and accountability for providing recognition (Q17) • Consider increasing opportunities for management to receive recognition (Q9)

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Employee Survey - 2008

Q1- I feel valued when my manager recognizes my good work.

96%

Q2- My performance improves when I am recognized. 92%

Q3- I am more likely to stay with an organization that makes recognition a priority.

94.8%

Q4- When I am recognized, I share the experience with my family and friends.

92%

Q5- Gaining Altitude drives on-the-job behaviors to help Delta achieve Flight Plan goals.

88.7%

Q6- Employee recognition is a strong part of our organizational culture.

90%

Q7- Recognition provides me with practical feedback.

96%

Q8- My manager regularly acknowledges me for doing good work.

74.5%

Q9- I have been personally thanked or recognized within the last seven days.

61%

Q10- Please rate the recently upgraded MyDeltaRewards platform.

94.5%

Q11- Please rate the variety and selection of the items on the Universal Reward Mall.

96.3%

Q12- Have you shopped on or redeemed points through the Universal Reward Mall within the past 30 days?

36.3%

Table III.17 – Employee Survey Results

Employee Survey Analysis Strengths:

• Employee response was high (4293 responses) • Employees feel valued when recognized (Q14) • Employee perception of and satisfaction with new MyDeltaRewards platform is high

(Q10) • Employees self report performance improvement with recognition (Q2) • Employees socialize experience of recognition to a high degree (Q4)

Challenges and/or Areas for Improvement:

• Perception of recognition frequency rates low/moderate (Q9) • Consider active promotion of MDR mall and/or Wish List notifications (Q12) • Management promotion and/or accountability (Q8)

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Focus Groups Prior to the re-launch of MDR in November, several diverse management focus groups were asked for feedback on programs, rules and reward options. Additional questions were asked about general recognition concepts and the need for recognition in general. A significant amount of focus group input was incorporated into the re-launch plan and continues to be incorporated with whenever new features and programs are planned. Informal Feedback The Delta Recognition Resource Center and MyDeltaRewards both have feedback mechanisms built into their structure. Managers and employees can, at any time, send messages to the Delta Recognition Team. Feedback is tracked throughout the year – some is actionable immediately and some feedback is documented for program reviews. The Delta Recognition Team strives to be responsive to all stakeholders. Methodology

o MDR Budget Summary o The total number of points issued was determined from MDR reporting o The total number of points redeemed was determined from MDR reporting and invoicing o The number of orders processed was determined from MDR reporting and invoicing

o Registration Summary

o The total number of active employees is determined from the Delta data file o The total number of active, registered users is determined from MDR reporting o The percentage is a calculation o The total number of registrations since the re-launch is determined by MDR reporting

o Return on Recognition Analysis

o Participation rates = registration rates o Recognition contacts = recognition transactions as determined by an employee actually receiving

a piece of recognition or reward value. Included are recognition e-cards, life occasion cards, nominations, certificates, service awards, retirement awards, non-cash bonuses, rewards and incentives.

o Recognition impressions = the total touch points involved in the recognition experience. Included are the initiator of recognition, the recipient of recognition and a conservative assumptive count of 1 “socialization element” per recognition transaction. Calculation = recognition contacts x 3.

o Recognition frequency rates are expressed as a calculation. The total number of recognition contacts per year/number of active employees = average number of recognition contacts. The average number of recognition contacts/365 = number of recognition contacts per X days/per employee.

o Summary of total recognition costs – fully loaded. This is the total documented expenditures for total recognition x 1.6 for tax gross up on non-cash rewards.

o Cost per recognition contact is expressed as a calculation. The total recognition fully loaded costs/total number of recognition contacts.

o Cost per recognition impression is expressed as a calculation. The total recognition full loaded costs/total number of recognition impressions.

o Documented value to the business includes the value of revenue and cost savings initiatives supported by all MDR programs. **Some program data [e.g. Nugget/SPOT, etc] were not reported in a timely manner for this Best Practice submission so the numbers reported are conservative. Data is based off program owner reports, GA nomination data, and business leaders.

o Return on recognition is expressed as a calculation. The calculation is the total documented business value – summary of total recognition costs (fully loaded)/summary of total recognition costs (fully loaded) x 100

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o Program Metrics o Each program has identified goals, objectives and key metrics that are tracked. Corporate

programs are tracked by the Delta Recognition Team and business unit programs are tracked by business unit leaders. Not all programs are included on this analysis. Some metrics were not available at the time of this Best Practice Submission. However, the programs with the largest participation and highest levels of involvement are included in the data.

o Summary and Financial Analysis – Revenue & Cost Savings

o Summary financial analysis is expressed in terms of performance that drove revenue and cost savings only. Some programs specifically target revenue initiatives [TRIP, DIG, STAR, Onboard Sales, RevUP, etc] and the revenue generation from those initiatives is documented. In addition, a meta analysis was done on all Gaining Altitude and Chairman’s Club nominations. Approximately 1 in 75 nominations contained specific ROI related data expressed as either revenue or cost savings. That data was documented and verified.

o Recognition Culture Survey

o Recognition Culture Survey – Managers – was deployed on the MDR system on December 8th, 2008. No additional communication or promotion was done and participation was voluntary. The survey concluded at midnight on December 19th, 2008. Approximately 249 managers participated in the survey. Survey tracking and reporting was conducted by the MDR system.

o Recognition Culture Survey – Employees – was deployed on the MDR system on December 8th, 2008. No additional communication or promotion was done and participation was voluntary. The survey concluded at midnight on December 19th, 2008. Approximately 4,293 employees participated in the survey. Survey tracking and reporting was conducted by the MDR system.

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Standard IV: Communication Plan How Delta’s recognition programs are communicated to managers and employees Summary

In 2008, two primary initiatives necessitated comprehensive Communications planning and development:

1. The re-launch of MyDeltaRewards on a new, upgraded platform 2. The Delta/Northwest Airlines merger integration

The re-launch of MDR in Q4 of 2008 included a complete Change and Communication Matrix and Plan. Because the MyDeltaRewards upgrade included numerous enhancements and changes, a Change Plan was developed to document all the changes from the “old” to the “new”. Communications were then developed to key stakeholder groups to communicate these changes. In addition, the Communication Plan for the MDR re-launch also included an MDR Awareness campaign to promote understanding and utilization of the platform and its’ programs. An integration plan as well as communication plan was developed for the Delta/Northwest merger. The theme for the merger is “One Company, One Team” and this includes aligned and integrated employee recognition. The Communication Plan – developed and refined in 2008 will be implemented in Q1 and Q2 of 2009.

Proof Point – Email, Lunch & Learn Meetings, Training Sessions, and Senior Leader Education Sessions were utilized during the month prior to launch of the new MyDeltaRewards. In addition to MDR, general recognition principles were discussed and reviewed including how to make recognition more personal and meaningful in face-to-face interactions with employees.

The primary goal of our communication plan is the successful branding of the recognition experience at Delta as well as specific recognition programs. In 2008, the re-launch of MDR included several enhancements and it was necessary to create and deliver on a detailed Communications Plan. The primary messages of the communications included:

o Notification and information on the upcoming enhancements and changed related to the re-launch of MDR,

o The continuation of brand positioning of total rewards and the overall recognition experience at Delta, and

o Education for leaders and managers on the value and importance of linking recognition to performance.

In addition, the Delta/Northwest Airline merger created a further need for strategic communications to seamlessly integrate former Northwest Airlines employees into the Delta culture and recognition experience.

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Re-Launch of MDR Branding of MDR The recognition team outlined a set of branding guidelines similar to that of the larger Delta brand itself. This coordination helped to introduce and synergize the new MDR platform brand with that of the Delta brand itself thereby easing the introduction process helping improve brand recognition. The Delta branding elements addressed in building the MDR brand include: Message

o Brand Positioning o Tone of Voice

Design

o Image Attributes o Brand Architecture o Typography o Imagery o Illustration Styles o Icon Styles

Logos

o Logo Usage o Clear Space and Minimum Size Requirements for Logos o Supergraphic Usage

Color

o Color Variations for Logos o Color Palette

This coordination of the two brands eased the introduction process of the MDR platform and improved its identification across the organization in all departments. Change Matrix To document the changes and areas of impact, we utilized a change matrix that shows the details of the planned MDR changes, potential obstacles, stakeholders impacted by each change, and mitigating strategies.

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DELTA - NEW RECOGNITION PLATFORM

CHANGE MATRIX ID#

Process What's Changing Potential Obstacles/Resistance

Stakeholders Impacted

Mitigating Strategies

1 Log-In User must re-register in the tool again - change their password; User selects identity validation from set list of questions rather than entering a secret free-form text question

User has to register again -- won't take the time to go back and do it again; must create and remember a new password

All employees - pilots are of particular concern in terms of having to register again

Highlight this key change in initial communications and repeat it in all communication vehicles used; Provide "help" or detailed instructions on the Recognition Page - include link to this page in communications; offer incentive for prize/points for first #XX who register in the new tool

2 Password Reset

Will get an email with the password information after validation with set question response rather than calling a user support #

access to email All employees Highlight this key change in initial communications and repeat it in all communication vehicles used; Provide "help" or detailed instructions on the Recognition Page - include link to this page in communications; Highlight the self-serve options

3 Nominations

The look of the screen is what is primarily changing; question about whether or not any nomination history will be able to move over with conversion

User not knowing where to input info or how to search for nominee name; not having nomination history

All employees Provide screen print with labels of each field and instructions in user guides and job aids

4 View order history

Only history coming over is points for the current balance?

User not being able to monitor or review past orders. This might be a particular concern for orders placed with 2-4 weeks of the migration.

All employees Administrator print/store order history electronically and communicate to employees to contact admin. for questions regarding history. Consider putting instructions on the Account Statement.

5 Account History Page

Only summary point information will be available. Look/Feel will be changing

Users may be concerned that something has been taken away. Confusion

All employees This is a substantial issue. People may think points were taken away from them. Highlight this key change in initial communications and repeat in all communication vehicles used.

6 Profile Page

No free-form text boxes All employees Overall a positive. No action required

7 Searching for

Managers

Delta will provide a hierarchy and this feature will be eliminated

File is not updated with correct info or on a timely basis

Managers/Approvers

Highlight this key change in initial communications and on FAQs. Monitor file send/upload schedule (OLA); define who to contact should file not get sent or uploaded properly

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8 Recognition

Information Properly Routed to Managers

Because hierarchy is incorporated into the data file, managers will be notified of recognition more promptly and accurately for their direct reports

No resistance anticipated - simply a new process that requires education

Users & Managers

Highlight as a benefit in communications.

9 Recognition

Information Properly Routed to Managers

There is another aspect to this functionality - if an employee's manager changes, the recognition/approval is automatically re-routed to the employee's new manager.

No resistance anticipated - simply a new process that requires education

Users & Managers

Highlight as a benefit and change in communications. Include examples in communications e.g. Flight Attendant's FSM Manager changes…etc.

10 Program listing

Eligible programs listed in view will change depending on the business unit an employee is in

Should employee change business unit, may be confused if programs are different or they are no longer eligible for a program; Another key reason for hierarchy upload to be timely and correct

All employees; HR

do not focus on this change - shouldn't be a significant impact.

11 Shopping New Style Sheet will change look and feel -

Possible confusion All employees do not focus on this change - shouldn't be a significant impact. Or perhaps include with overall site look and feel change communication.

12 Manager View

Managers access manager information via a tab toggle on the top of the page rather than a drop down; no longer will have a tutorial here

Managers get stuck and don't know where to go for help

Managers/Approvers

Highlight this change in initial communications and training.

13 Message Center

Can now create a message go the administrator.

Abuse of the capability -- administrator overwhelmed with emails; use of this feature is abused

All employees; Administrator

Don't highlight this option in any communications

14 Message Center

Users will receive aggregated notification rather than direct email. Notification will direct the receiver to go to MDR communication center to see the content

Possible confusion All employees Highlight this change in initial communications and training.

15 Manager Center

"My Tasks" vs. "my work"; can view "My Team" and see what has been awarded to whom (as of launch date)

Possible confusions about drop down detail information

Managers/Approvers

Explain how this can be helpful in monitoring recognition activity within the team

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16 Manager Center - Reports

All New Functionality. Now have capability to view/run reports for their direct reports.

Unfamiliarity with feature/functions

Managers/Approvers

Explain how this can be helpful in monitoring recognition activity within their team and used for further recognition and coaching

17 Resource Center

Replaces what was in the "More" button along with links to articles

Non-intuitive Managers Ensure information here is timely, pertinent and helpful. Highlight this key change in initial communications and repeat it in all communication vehicles used; Provide "help" or detailed instructions on the Recognition Page - include link to this page in communications;

18 E-Coaching

All New Functionality. Unfamiliarity with feature/functions

All Highlight this key change in initial communications and repeat it in all communication vehicles used;

19 Surveys All New Functionality. Unfamiliarity with feature/functions

All Highlight this key change in initial communications and repeat it in all communication vehicles used;

20 Surveys All New Functionality Unfamiliarity with feature/functions

HR Leaders and Business Unit Leaders

Highlight this capability in communications to elicit participation in developing/deploying surveys to gather employee feedback.

Table IV.1 – Change matrix for MDR

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Communication Plan A documented Communications Plan was also utilized for planning, execution, and tracking purposes. This plan shows the details of the message, audience, method, and responsibility.

COMMUNICATION/TRAINING MATRIX #

Event Method Audience Key Messages Create Date

Deliver Date

Who Delivers

1 Send invite to sponsor(s) for a meeting to discuss the changes in the recognition platform and engage their support

Email Greg Tahvonen, Dir.

Of Comp & Retirement; HR IT, Rob Kight, VP of

Comp & Benefits [Mike Campbell, EVP

of HR]

We know that recognizing & acknowledging employee contributions builds commitment and creates a sense of accomplishment. We know this matters on why employees stay with Delta. The changes we are introducing will help our managers recognize more in a fair manner and with the right information. We've come a long way from our initial Gaining Altitude program and MyDeltaRewards implementation. Technology is keeping up with demand and we are able to offer our employees a better way to recognize their efforts and keep them motivated & engaged in an extremely difficult operating environment. Looking for your support and sponsorship in educating the workforce on the changes to the tool and reinvigorate the use of the recognition programs.

14-Jul 15-Jul Stephanie

2 Send invite to division HR leaders and Program Owners for a call to preview the changes to the tool/platform and solicit their involvement in training and education of the people in their divisions

Email HR Field Managers [10] and Program

Owners

We know that recognizing & acknowledging employee contributions builds commitment and creates a sense of accomplishment. We know this matters on why employees stay with Delta. The changes we are introducing will help our leaders and managers recognize more in a fair manner - with the right information. We've come a long way from our initial Gaining Altitude program and MyDeltaRewards.com implementation. Technology is keeping up with demand and we are able to offer our employees a better way to recognize their efforts and keep them motivated & engaged. Looking for your support and participation in educating the workforce on the changes to the tool and reinvigorate the use of the recognition programs.

15-Aug 5-Sep Stephanie

Email/Meeting

Delta Board Council

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3 Initial announcement about "something new coming soon in Recognition"

Intranet and

Posting on MDR

All Employees Something new and exciting is happening with MyDeltaRewards and the Gaining Altitude recognition program. Be on the lookout for more details in the fall.

25-Jul 1-Aug Corp Commun.

4 Inclusion of "coming soon" notice in the Delta Daily

email Delta Daily distribution

Something new and exciting is happening with the Gaining Altitude recognition program. Be on the lookout for more details in Fall.


5 Update Employee Recognition page on Intranet with teaser about changes coming to the tool and enhanced awards

Intranet All Employees Something new and exciting is happening with MyDeltaRewards.com and the Gaining Altitude recognition program. Be on the lookout for more details in the fall. Include a button/link to post a question.


5a - respond and post response that people may ask via the button/link

Intranet - Question

of the Week

All Employees Response to questions posted [Create FAQ Document]

1-Aug on-going

Stephanie

6 Notice to divisions/Program Owners about changes to MDR -- embed any division-specific messages as well.

Intranet/division links or

tabs

Corp. Commun. &

Program Owners and

Division Leaders

We know that recognizing & acknowledging employee contributions builds commitment and creates a sense of accomplishment. We know this matters on why employees stay with Delta. The changes we are introducing will help our managers and leaders recognize more in a fair manner and with the right information. We've come a long way from our initial MyDeltaRewards.com and Gaining Altitude program implementation. Technology is keeping up with demand and we are able to offer our employees a better way to recognize their efforts and keep them motivated & engaged. ADD IN DETAILS FOR EACH DIVISION FOR ANY SPECIFIC MESSAGES

5-Aug 15-Aug Division Reps

7 Include notice of enhancements to recognition tool as part of the Chairman's Club award recipient announcements

7a - within the program

email Everyone has the opportunity to become a Chairman's Club honoree -- check out the enhancements to our recognition tool! Include button/link to post a question.

Sept. with honoree announcement

Corp Commun.

7b - Intranet content

Intranet Everyone has the opportunity to become a Chairman's Club member -- check out the enhancements to our recognition tool! Include button/link to post a question.

Sept. with honoree announcement

Corp Commun.

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7c - preview the new site with the honorees and have them provide "testimonials" about the enhancements; encourage on-going recognition

Intranet; Delta Daily;

Division specific

communication

All Employees Look at the latest in recognition! Individual testimony about reaction to the tool and how it will benefit employees and the organization. Make note of questions asked and develop an FAQ document

5-Oct 15-Oct Division Reps

8 Poster for Pilot/FA lounges or employee break rooms

Poster and/or

Promotional Items for the

Lounges [computer frames, mouse pads, table tents,

lanyard insert,

posters]

Pilots & Flight Attendants;

Station Managers/ employees

MyDeltaRewards.com and Gaining Altitude are gaining momentum -- enhanced features and rewards are here! Highlight the enhanced features and rewards available. Details about what the user will need to do in terms of registering, new password and highlight the key differences (per change matrix) and common FAQs

1-Aug 1-Oct Division Reps

9 Send invite to the train-the-trainer session

email HR Leadership and Delta

Board Council

You will play an important role in educating employees in the enhanced recognition program/tool and will also be a key point of contact when people have questions. Please attend the session to help roll out the enhanced tool.

1-Sep 3-Sep Stephanie

10 Publish training/education calendar

email; Intranet

HR leadership; Pilots; Flight Attendants

In preparation for rolling out the enhanced recognition tool and rewards, train-the-trainer sessions are being conducted. In addition, we will be hosting several education sessions at the pilot/FA lounges. Here is the calendar of those events.

10-Sep 15-Sep Stephanie; Corp

Commun.

11 Conduct road show targeting pilot/flight attendant lounges to educate them on the enhancements to the tool and awards. Offer opportunity to register at the end of the sessions.

Meetings Pilots & Flight Attendants

Here's the enhanced tool -- how it works, what's different and easy access to register right now. Reminders of what you can recognize others for (i.e., food sales). Training materials/deck serve and key source of content.

15-Oct 11/1 - 11/20

Stephanie

12 Conduct train-the-trainer session for HR Leadership

Meetings HR leadership Here's the enhanced tool -- how it works, what's different and changes to roles. Training materials/deck serve and key source of content.

25-Sep 10/1 - 10/31

Stephanie

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13 Conduct a webinar or conference call to preview the enhanced tool and use as an opportunity for live Q&A.

Webinar/Conf. Call

HR leadership; targeted

divisions based on

request/need

Demo of the tool -- employee focus; how they navigate, highlight key differences and facilitate a Q&A session

15-Oct 10/31/2008

Stephanie

14 Reminder announcement about enhancement to the recognition tool -- perhaps begin a countdown to go-live date & introduce incentive for registering in the tool

Intranet All Employees MyDeltaRewards.com and Gaining Altitude are gaining momentum -- enhanced features and rewards are here! Go check it out! Where to do for help in navigating the new tools, (i.e., link to Employee Recognition page or "help" functionality within the tool) Maybe include some incentive for early registrations within the new tool

20-Oct 24-Oct Corp Commun.

15 Inclusion of reminder notice in the Delta Daily about the enhanced recognition tool is here and available to everyone! Countdown to go-live


MyDeltaRewards.com and Gaining Altitude are gaining momentum -- enhanced features and rewards are here! Go check it out! Where to do for help in navigating the new tools, (i.e., link to Employee Recognition page or "help" functionality within the tool) Maybe include some incentive for early registrations within the new tool


16 Update Employee Recognition page on Intranet with more details about the changes to the tool. Include a countdown clock on the page.

Intranet All Employees We know that recognizing & acknowledging employee contributions builds commitment and creates a sense of accomplishment. We know this matters on why employees stay with Delta. The changes we are introducing will help our leaders and managers recognize more in a fair manner - with the right information. We've come a long way from our initial Gaining Altitude program and MyDeltaRewards.com implementation. Technology is keeping up with demand and we are able to offer our employees a better way to recognize their efforts and keep them motivated & engaged. Looking for your support and participation in educating the workforce on the changes to the tool and reinvigorate the use of the recognition programs.


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17 Notice to divisions about changes to the recognition program tool -- embed any division-specific messages as well.

Intranet/division links or

tabs

Corp. Commun. &

Program Owners

MyDeltaRewards.com and Gaining Altitude are gaining momentum -- enhanced features and rewards are here! Details about what the user will need to do in terms of registering, new password and highlight the key differences (per change matrix) Maybe include some incentive for early registrations within the new tool ADD IN DETAILS FOR EACH DIVISION FOR ANY SPECIFIC MESSAGES

20-Oct 24-Oct Division Reps

18 Go-live announcement about enhancement to the recognition tool!

Intranet All Employees MyDeltaRewards.com and Gaining Altitude have reached new heights -- go check it out and register for a chance to win XX! What to do for help in navigating the new tools, (i.e., link to Employee Recognition page or "help" functionality within the tool)


19 Inclusion of reminder notice in the Delta Daily about the enhanced recognition tool is here and available to everyone! Countdown to go-live


MyDeltaRewards.com and Gaining Altitude have reached new heights -- go check it out and register for a chance to win XX! Where to do for help in navigating the new tools, (i.e., link to Employee Recognition page or "help" functionality within the tool)


20 Update Employee Recognition page on Intranet with more details about the changes to the tool. Include a countdown clock on the page.

Intranet All Employees Launching to a higher altitude -- an all new MyDeltaRewards.com is here! Details about what the user will need to do in terms of registering, new password and highlight the key differences (per change matrix) Maybe include some incentive for early registrations within the new tool


Figure IV.2 – Communication plan and training matrix Delta/Northwest Merger The Delta/Northwest merger, themed “One Company, One Team” includes integration plans for employee recognition. This plan is phased over 12-15 months and encompasses service awards, retirement, SPOT recognition, MyDeltaRewards, and Chairman’s Club/President’s Club.

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Figure IV.1 – Delta/Northwest merger recognition planning matrix

Ongoing Communication Elements As part of our ongoing Communications Plan for recognition at Delta, we utilize a variety of media for multiple touch points. In addition, departments from across the organization are asked to assist in the communication process. This integrated approach helped to unify the message and branding of the recognition system across the organization. The communication elements utilized include:

Additional Information in Appendix NW Integration Presentation

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Communication Element

Primary Message Audience Method of Communication

On Boarding Communication Campaign

Promotion of MDR site New hires Training Materials, Benefit Brochure

Ongoing MDR Awareness Campaigns

Reminder to log on to MDR regularly to check points and participate in nominations

All Delta employees

Visual Reminders – Posters, Pin Cards, Cafeteria Table Tents, Flyers, and Promotional Items

MDR Communication – Home Page

General Recognition at Delta

All program participants

MDR Home Page

MDR Communication – Program Pages

Program rules, criteria and eligibility

All program participants

MDR Program Pages

MDR Communication – Email Notifications

Progress updates of all award processes including nominations, approvals, and elevations.

Program nominees and managers

E-Card with personal note from manager

Intranet Portal Program criteria and requirements, how-to articles, guidelines and checklists, access to On the Spot information and links to training materials

All Delta employees

Delta internal online Intranet Portal

Ongoing Specific Program Promotion

General promotion and awareness of specific programs offered under the MDR platform

All Delta employees

Delta’s internal newspaper, voicemails, memos, mailers, posters and internal meetings

E-Coaching Modules Training on recognition Managers E-Coaching Modules

Table IV.3 – Ongoing recognition communication elements

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Sample Media

Figure IV.2 – Sample poster for MDR re-launch

A poster invitation was used to target Airport Customer Service and invite them to a learning session on MDR changes

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Figure IV.3 – Sample countdown poster for MDR Re-Launch

Figure IV.4 – Sample announcement in Delta Daily

Countdown posters were utilized to generate excitement and drive employees to the site

This recognition story was featured in a recent Delta Daily – a publication released daily by Corporate Communications.

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Figure IV.5 – Sample email distributed on MDR re-launch

This message sent in an email blast incents employees to update their profile on MDR – another tool to drive employees to the site

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Standard V: Recognition Training


Standard V: Recognition Training Delta’s overall recognition training strategy for managers and employees and its role in the organization’s recognition strategy.

Summary

Delta’s recognition training strategy is to provide managers and employees with a suite of user-friendly, on-demand tools to educate, inform, and support recognition in the workplace. Proper training in recognition ensures managers’ efforts in recognition are fully leveraged, and participants focus on the most productive recognition communications to maximize peer-to-peer recognition. These goals are accomplished through:

Employee Recognition Resource Center on MDR Recognition e-learning courses Program-specific e-learning courses and materials MDR-specific training tools such as tutorials, HELP, Help bubbles, and FAQs

Proof Point – Currently more than 60% of Delta managers have completed some form of training on recognition.

Training is a big part of our recognition strategy. To ensure quality development and delivery of targeted training materials to support the overall recognition strategy, we have committed the necessary resources including:

o Assignment of the internal recognition team to coordinate training programs o Outsourcing key elements of the training development to instructional designers and

subject matter experts o Budget allocations for the production of:

Training curriculum Designing of at-a-glance materials Printed support materials Audio-visual support Internet, intranet and other IT support

Delta’s recognition training has met its objective by providing its managers and employees with a suite of user-friendly, on-demand tools to educate, inform, and support recognition in the workplace. Our recognition training has been effective across the enterprise in the following areas:

o Minimized confusion, customer service calls and calls to program administrators o Programs are more consistently aligned with Delta’s broader business strategies o Recognition and rewards are more consistent and aligned across the organization o Program automation has significantly reduced manual administration and reduced

costs o On-demand training has created a low-cost self-service model o User registration and participation rates are high which ensures programs meet their

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objectives o Budgets are controlled, the program is regularly reviewed and reporting is

streamlined Proof Point – New Leader Training In 2008, New Leader Training was modified to now include specific training on recognition - to ensure a higher tide of knowledge about recognition.

Employee Recognition Resource Center The Employee Recognition Resource Center is a central repository for all training and support materials related to recognition as well as specific programs. Some examples of content found on the center include: Resource Description Reference Guide for Gaining Altitude

A complete, easy reference guide for the Gaining Altitude program

Gaining Altitude Manager Guides

A comprehensive primer for managers on the Gaining Altitude Program

Gaining Altitude E-Learning An e-learning module on the Gaining Altitude Program

Gaining Altitude Super Approver Guide

A guide for Super Approvers on how to evaluate SOAR level awards

Chairman’s Club Step-by-Step Guide

Visually illustrates the concepts of the program

2008 Chairman’s Club Selection Guide

A comprehensive guide to the selection committee on how to evaluate nominations

Nomination Evaluation Matrix A measurement system to ensure consistent evaluation of nominations prior to selecting an appropriate award level

Retirement Guide A complete reference guide for planning retirement celebrations

Administrator’s Checklist A complete checklist for business unit administrators to review when developing a new recognition or reward program

Ideas and Ways to Recognize More than 100 ideas on how, when and why to recognize Delta team members

Phrases for Recognition Dozens of recognition phrases that can be used for hand-written notes or nominations

Articles More than fifteen articles – which are updated periodically – to inform and educate on the topics of reinforcement, recognition and rewards

Table V.1 – Recognition Center Overview

Recognition E-Course Delta provides a Recognition E-Course on the basic principles of recognition to all managers. More than 60% of Delta’s managers have taken the course which can be accessed from the Employee Recognition Center located on Delta’s intranet. The course was developed in 2001 and was updated in 2008.

Recognition E-Coaching E-Coaching modules are also available on the MDR platform to provide training on recognition best practices.

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Effective Recognition Presentations E-Coaching Module Overview of Training This online tool coaches managers on how to deliver effective recognition presentations. The e-learning includes: Guidelines Recognition should be:

Timely Clear Authentic

Additional Considerations

Size Cost Formality

Recognition Steps

Plan the Event Plan the Presentation Speech Implement the Event

Documents/Resources

Do’s & Don’ts for Recognition Presentations

Recognition Event To Do List Presentation Event Agenda

Table V.2 – Effective Recognition E-Coaching Module

Providing Performance Feedback E-Coaching Module

Overview of Training This online tool coaches managers on how to deliver effective performance feedback. The e-learning covers: Two Types of Feedback

Constructive Positive

Feedback Principles Feedback should be:

Immediate and Frequent Specific Individual Private

How To

Discuss Goals, Measures, and Other Requirements

Feedback Tips

Discuss Performance Present the Feedback Ask Questions Agree on Changes

Table V.3 – Providing Performance Feedback E-Coaching Module

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SMART Recognition E-Coaching Module

Overview of Training This online tool coaches managers on the basics of SMART Recognition. The e-learning covers: Definitions

Reinforcement Recognition Rewards

Guidelines

Recognition should be specific to what was done

Don’t hesitate – appreciate! Be sincere and honest Be fair and consistent Recognition should be

proportionate to the achievement Purpose of SMART Recognition

Attracting talent Inspiring the workforce Retaining employees

Table V.4 – SMART Recognition E-Coaching Module

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Program-Specific E-Learning Courses and Materials Gaining Altitude As the major enterprise-wide, peer-to-peer nomination-based for the organization, Gaining Altitude has many training tools to help managers and employees utilize this tool, as well as recognize based on proven best practices. Figure V.1 – Sample of Gaining Altitude Manager’s Guide

The Gaining Altitude Manager’s Guide provides examples to help managers determine the appropriate award level.

PLEASE REVIEW Additional Information in Appendix Gaining Altitude Manager’s Guide Part 1 Gaining Altitude Manager’s Guide Part 2 Gaining Altitude Manager’s Guide Part 3

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Figure V.2 – Nomination Scoring Matrix

Figure V.3 – Gaining Altitude Participant Reference Guide

The Nomination Evaluation Matrix helps managers determine appropriate award levels for recognizing their employees

The Gaining Altitude Reference Guide is a quick look at key recognition information from the participant’s perspective.

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Figure V.4 – Chairman’s Club Creating Nomination Guide

Figure V.5 – Chairman’s Club Approving Nomination Guide

MDR-Specific Training Tools System tutorials and training are a key component of the MDR system, and largely contribute to the success of each program. With the re-launch of MDR, Delta specifically focused on road shows, manager training, and senior leader staff meetings to educate users on the upgraded platform and employee recognition. MDR provides access to additional training and support materials including:

o User HELP – Help is available for both employees and managers. o E-Coaching Modules o Contact Administrator Link – users with questions have the option to contact the

system administrator at Delta with additional questions. o Customer Service 800# - for users with general questions on orders and related to

MDR use. o New Leader training includes recognition training

The Chairman’s Club creating nominations presentation is a step-by-step guide for managers and participants on how to create nominations using the MDR platform.

The Chairman’s Club approving nominations presentation is a step-by-step guide for managers on how to approve nominations using the MDR platform.

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Conclusion Because Delta has provided a comprehensive suite of training tools and information, it has realized more effective programs which ultimately benefit the company and the customers. Results of Delta’s recognition training are reflected in:

o The rise in registrations and recognition contacts o Significant increase in program participation including nominations and recognition

records over the last 4-5 years o Positive business leader feedback o Positive user feedback o Increased reward redemptions

Proof Point – Improvement Statistics More than 60% of Delta’s managers have completed training – up almost 50% from

2007. One of Delta’s goals for recognition is four recognition contacts per employee per year.

In 2008 there was an average of more than 9 recognition contacts per employee per year.

In 2007, the Gaining Altitude program experienced approximately 24,000 nominations, in 2008 that number jumped to 37,096 a >50% increase in program participation.

Through effective training and program promotion, program utilization is up. In fact, more than 75% of Delta’s registered employees were recognized in the Gaining Altitude program.

PLEASE REVIEW Additional Information in Appendix Road Show Presentation

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Standard VI: Recognition Events & Celebrations


Standard VI: Recognition Events and Celebrations Delta’s processes for celebration, event planning, and/or award ceremonies to recognize employees.

Summary

Recognition events and celebrations at the corporate as well as local level are extremely important at Delta. We have learned that recognition by superiors in front of peers is a critical part of the recognition process, and is essential for maximizing the effectiveness of the recognition moment. In order to make it easier for managers and employees to orchestrate and participate in this important aspect of the recognition strategy, Delta prescribes specific guidelines and processes. These are broken down into processes for: Formal events Local events Informal celebrations

This allows individuals at all levels of the organization to participate in planning and scheduling these events.

Proof Point – One 2008 Chairman’s Club honoree who had served as a volunteer in years past still insisted on helping with the event, and flew in a day early to volunteer with event execution.

Delta employees excel at creating lasting, meaningful recognition moments that honor the individual. The secret to success lies in the creative planning, event execution, and post-event review process.

By prescribing specific guidelines and processes for formal events, local events and informal celebrations, it becomes easier for managers and employees to orchestrate and participate in this important aspect of the recognition strategy. There are three primary guideline areas. These include:

o Assignment of Responsibility for Event Planning and Execution o Management Involvement o Creativity

Proof Point – Sample Feedback on the Effectiveness of Celebrations and Events “Public recognition makes me feel good – it is public validation of performance.” “It is important for my spouse to see that the company does recognize my

performance.” “Work is hard. Celebrations allow us to feel for a moment like we have “won” or

can declare victory!” “It’s important to take a breather – to stop for a moment and thank people for

their contributions and say something personal. I am humbled by how hard my team works to get things done on a regular basis.”

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Formal Events Types of Formal Events The primary formal event for celebrating Delta’s top achievers is Chairman’s Club. Chairman’s club is our highest honor and is designed to recognize and ceremonially award the top achievers within the organization that year. Assigned Responsibility for Event Planning and Execution The Chairman’s Club award program is planned and supported by Delta’s internal Recognition Team. Delta also relies on the help of outside contractors for executing various elements of Chairman’s Club. In addition, the Recognition Team is also supplemented by a group of volunteers. In 2007, the Recognition Team was fortunate enough to have a Certified Event Planner as part of the Chairman’s Club core team. With a total duration of 349 days, planning for the annual Chairman’s Club Recognition Event is the largest and most time and labor intensive activity of the Delta Recognition Team. The process for executing this prestigious event [supported by a more detailed project] includes the following elements: Planning Element Duration Description Pre nomination period 35 days Chooses event theme and venue, contracts vendors and

determines images needed for print materials. Selection Committee development

20 days Solicits committee chairman, establishes meeting

schedules, and prepares committee documents, materials, and corporate communication regarding

nominations, data and report preparation. Nomination Period 32 days Receives nominations and distributes pins to managers. Honoree Selection 34 days Compiles reports, determines slots, processes

nominations and recommendations, completes

HR/diversity checks, and assembles final list of

honorees. Selection Communication 149 days Develops and edits manager communication/honoree

notification; follows-up notifications, creates honoree

database, and makes travel arrangements. Post selection 6 days Prepares seat assignments for event, prints names for

photos; designs/prints programs, orders calligraphy for

nametags, creates call book. Awards 3 days Assembles gift bags, edits and prints letter and

instructions, orders awards, tickets, and gifts Event Details – Hotel 1 day Provides hotel with room list and transportation

information, confirms ballroom/breakfast set-up. Event Details – Entertainment

7 days Selects entertainment, finalizes and confirms

arrangement details, schedules program event. Event Details – Venue 2 days Confirms load-in schedule; confirms requests for buffet

table for balcony and photographer; locates backdrop,

reviews music with band, confirms band time and setup information, schedules vendor walk through.

Event Details – Transportation

3 days Provides vendors and volunteers with transportation schedules, confirms pick-up arrangements.

Event Details – Caterer 18 days Selects menu/wine, catering planning/prep, confirms

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table numbers, and confirms meal and final count. Event Details – Executive 18 days Determines executive attendees, assembles and

delivers executive packets, creates talking points for

speech, selects MC. Event Details – Other 3 days Creates lists and supplies for boxes, assembles “to go”

boxes. Post Event 1 day Orders copies of video, provides award vendor with

photos/name, sends photos and DVDs to award vendor

for shipment. Table VI.1 - Chairman's Club Planning Timetable While this details the high-level overall planning process, it should be noted that this event has evolved over 12 years. Chairman’s Club is a massive effort and takes a great deal of skill, planning, teamwork and dedication to reflect the prestige and honor intended. The attached is an article on Chairman’s Club featured in SKY magazine’s November 2008 issues. Management Involvement Management is involved in every part of the Chairman’s Club process, most notably the nomination process, selection process, notification and celebration. Managers are electronically notified when one of their direct reports is nominated for a Chairman’s Club award. Managers can use their discretion to extend the recognition moment by calling out the nominee either privately or publicly. Most managers use this visible opportunity to further highlight the employee’s accomplishments with their peers. Leaders and managers also serve on the selection committee which reviews more than 6,000 nominations per year. Nominations are made in a six-week timeframe and then aggregated and reviewed by the selection committee. Each nomination is carefully reviewed against the established criteria. The purpose of the program is to award the company’s highest honor to the top 102 individuals in the company. This is an extremely challenging process and management is intimately involved from beginning to end. When the honorees are selected, their immediate manager and leader of the business unit are informed. Leaders and managers use their discretion on when and how to notify the honoree, and most are very involved and creative. Because of the high honor that being a Chairman’s Club honoree represents, managers often contact the honoree’s families and close friends and bring them into the office for the notification celebration. These notification celebrations allow the leaders, managers and coworkers to celebrate the honoree’s performance in a small, more intimate setting than the formal event to follow. During Chairman’s Club, senior management as well as management is very visible at the event. Each honoree gets his or her picture taken with Delta’s CEO and select VIP’s; the photo is framed and presented to the honoree after the event. Management’s presence, however, is not the focus of the event – the honorees are. This event is all about them.

PLEASE REVIEW Additional Information in Appendix SKY Magazine – November 2008

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For example, hotel accommodations are included for the honoree and a guest. In 2007 the event was held at the Fox Theatre, directly across from the Georgian Hotel. The cocktail reception was held on the terrace at the hotel. When it was time to go to the Theatre for dinner, entertainment and the award reception, traffic was stopped on Peachtree Street. Management crossed the street first, rolled out the red carpet and enthusiastically applauded as each honoree and guest crossed the street. This is just one example of the role management played at this event — as servants honoring the honorees for their hard work, dedication and determination. Creativity The goal of the Chairman’s Club event is to recognize and ceremonially award what is the company’s most prestigious honor. And as the pinnacle of employee accomplishment, the Chairman’s Club celebration is a reflection of the highest level of creativity and management involvement. Each year, the event is planned in a detailed 11-month process that develops around a centralized theme and event features chosen to make the evening one of the most memorable events of each of the 102 honorees’ lives. For example, the 2008 Chairman’s Club celebration featured:

Figure VI.2 - Chairman's Club Sample Program and Menu

An evening of memorable events, dining, and entertainment make the Chairman’s Club event an incredible honor to attend

Additional Elements include: Graduation Style

Award Presentation Pictures taken

throughout the evening

Personal Photo with CEO and VIPs

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Local Events Types of Local Events Gaining Altitude Gaining Altitude is Delta’s primary enterprise wide, peer-to-peer recognition program. All full-time, active employees are eligible to participate in the program. The process supports three award levels as follows: LIFT Award FLY Award SOAR Award o All nominations start out as

a LIFT Award. o No Approval is required or

points awarded. o E-card is sent directly to

employee and his/her manager.

o A manager can elevate a nomination to a FLY or SOAR level.

o Upon approval, email notification sent to nominee and a copy is forwarded to the manager.

o Upon approval, points are automatically deposited in the employee’s MDR account.

o Manager can print and present a certificate to extend and celebrate the recognition moment.

o If a nomination is elevated to SOAR, it must be approved by the Business Unit’s designated Super Approver.

o Upon approval, email notification sent to nominee and manager.

o Upon approval, points are automatically deposited in employee’s MDR account.

o Manager can print and present a certificate to extend and celebrate at the recognition moment.

Table VI.3 – Overview of Gaining Altitude Levels Service Awards Delta recognizes employees at key milestones; one year, five years and every five years thereafter. Each service anniversary is marked by notifying and potentially celebrating the employee’s milestone. The process is as follows: First Year and Every Subsequent Five Year Service Awards

o Employee data file is updated monthly. o Service award vendor verifies the data and sends a pin and note card to the

manager. o Manager plans presentation of service pin and note card.

20 and 40 Year Service Awards

o Employee data file is updated monthly. o Service award vendor verifies the data and sends a pin and note card to the

manager. o Service award vendor sends an email to the employee. o Employee selects a gift from a special selection. o Service award vendor processes the order and ships the award to the manager. o Manager plans presentation of service pin, note card and the gift.

PLEASE REVIEW Additional Information in Appendix Chairman’s Club DVD

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Assigned Responsibility for Event Planning and Execution Local events, such as service and retirement award presentations, Gaining Altitude FLY and SOAR award presentations and other, larger celebrations are the responsibility of leaders or managers at the local level – typically a station or department. The Delta Recognition Team supports local events by supplying Celebration Guidelines to business leaders and managers. Occasionally, the Delta Recognition Team also informally supports local events by serving as the internal subject matter experts on appropriate recognition events. Management Involvement Because the events happen and are owned at a local level, management is very involved in the planning and execution of the events. Managers can also access training on the Employee Recognition Resource Center on effective award presentations. Creativity Delta’s local events are as individual as the departments and managers who host them. Even though guidelines provide managers with ideas, instructions and checklists for meaningful celebrations, they also tend to demonstrate the creativity and involvement that make them fun, sincere, and effective in achieving their intended purposes. Local events range from a simple catered lunch and cake to a more creative event with a speaker and activities. Most local events are extremely creative and center around a theme. Managers have discretion and use the guidelines provided by the Delta Recognition team. Informal Celebrations Types of Informal Celebrations Much like local events, informal celebrations are as individual as the departments and managers who put them together. Delta is aware that the most meaningful recognition often comes from an employee’s peers or direct manager and looks to facilitate that process as much as possible.

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Accomplishment Celebration Gifts Tier 1 o 1-2 month goal or

milestone o Steady effort Examples o Milestone met for

improved customer service scores

o Committee completed recommendations

o Baggage delivery time met goal

Party/Gathering o 4-6 per year/group o $4-$10 per person per

celebration o $50 per person per year Examples o Morning coffee and

donuts o Luncheon: pizza, sub

sandwich, etc. o Snack: Popcorn and

beverage; ice cream sundaes, cake and beverage

o Entertainment: choral group, quartet, magician

Might include token gifts o 2/person, $5-$10 each o Up to $15 year Examples o Might include

presentation of Gaining Altitude FLY Award (up to $50)

Tier 2 o 3-6 month goal o Extraordinary effort o Significant importance to

Delta Examples o Met on-time departure

goal o Software application

launched

Outings o 1-2 per year/group o $25-$50 per person per

celebration o $50 per person per year o May include 2-4 hours

off; up to 4 hours per person per year

Examples o Banquet: out to lunch or

dinner with manger o Picnic Trip to ball game,

museum, or amusement park

Might include presentation of Gaining Altitude Soar Award (up to $1000)

Table VI.4 - Informal Celebrations Tiers Overview

Assigned Responsibility for Event Planning and Execution Informal celebrations are solely the responsibility of local managers. As with Local Events, the Delta Recognition Team supplies Celebration Guidelines to aid local management with how to celebrate achievements consistently, appropriately and economically. Management Involvement Most informal celebrations are initiated by an employee’s peer or direct manager. Occasionally, a higher level manager or leader might be informed or involved in the process. Because recognition has successfully been woven into Delta’s culture, managers and leaders will support local celebrations whenever possible. Creativity Informal celebrations tend to be initiated at the employee’s peer or direct manager level. A group of co-workers and the person’s manager may join together to celebrate an accomplishment. The creativity varies by group and can range from a decorated work station to a surprise team lunch.

PLEASE REVIEW Additional Information in Appendix Celebrations Checklist

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Standard VII: Program Change & Flexibility


Standard VII: Program Change and Flexibility Process by which Delta regularly reviews and evaluates its recognition program elements and changes them as needed to promote the organization’s goals and values.

Summary

Delta Air Lines incorporates program change and flexibility through our annual review process and in response to business conditions. What we accomplished in 2008:

Consolidated to a single source recognition partner and provider Upgraded the Service Award process, materials and awards Upgraded the Retirement process and awards – including a 200% budget

increase for awards Launched a Universal Rewards Mall on MyDeltaRewards which included more

than five million award options for merchandise, travel, events, gift cards and activities.

Re-launched MyDeltaRewards with a new, upgraded platform with numerous enhancements and an all new look and feel

Established MDR brand and brand guidelines Launched Communications Plan and updated training materials Prepared an Integration Plan for the Delta/Northwest Airlines merger to align

and integrate recognition programs, processes, and events. What we plan to accomplish in 2009:

PILOT for International in-country award fulfillment New/improved training materials New program – Environmental Team Awards New program – Expansion of “A Job Well Done” – customer appreciation

program New program – International Sales Incentive Launch new/updated SPOT program to integrate Delta/Northwest SPOT

programs Launch Communication Plan to former Northwest employees Incorporate Northwest data file into MDR

Proof Point: More than eight areas of Delta’s Recognition Strategy were changed, modified or improved in 2008 and more than eight areas have been identified, based on business conditions, internal demand and feedback.

Review and Change Process The purpose for recognition at Delta is to engage employees and, through positive reinforcement and recognition, achieve better business results tied to corporate strategy. All programs are reviewed using an ongoing process to assess program efficacy. Through formal input (i.e. questionnaires, surveys, focus groups) and informal user feedback, the Delta Recognition Team continually evaluates the effectiveness of each program and makes modifications as needed.

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Delta measures program performance on a monthly basis. Reports are available from the MDR platform and are configured into a dashboard which is submitted to senior management. This monthly scan enables leaders and managers to stay apprised of program performance. Changes can be generated from informal feedback or through the program review which is completed in the fall of each year. Informal Feedback Informal feedback can be generated directly from the field, corporate, leaders or managers. The Delta Recognition Team solicits or receives feedback and either responds directly or prepares recommendations to Delta HR leadership for proposed changes. Proof Point Based upon informal feedback from managers, Delta now offers a variable FLY award that makes it easier for managers to match the level of effort demonstrated to the level of award that is appropriate, as opposed to having a fixed award/point value.

Fall Program Review Like most organizations, Delta has a formal budgeting process in the fall of each year. During this time, the Delta Recognition Team evaluates all the programs running on the MDR platform and reviews the annual reports. Figure VII.1 – Overview of the total recognition process (6 steps)

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In 2006, with the support of an external consultant, the Delta Recognition Team completed a comprehensive ROI analysis on all the programs running on MDR. The driver behind the analysis was bankruptcy. All expenditures had to be justified to senior management and Delta’s Creditor Committee. With the support of MDR reporting and additional data mining, the ROI analysis was able to demonstrate clear return-on-investment for Delta’s recognition and reward initiatives. The conclusive ROI Analysis was supported by both senior management and the Creditor Committee and programs were allowed to continue and even expand. New programs “Spot”, “Nugget” and “A Job Well Done” were deployed after the ROI Analysis.

Significant Examples of Change and Flexibility In the last five years, Delta has grown and the business has changed. Therefore, an update was needed to more accurately reflect a connection between employee recognition programs and the company’s strategy. The recognition strategy is centrally defined and supported with corporate programs while also provide tools, training and resources to business units to use as part of a disciplined approach to promote a culture of appreciation and performance-based recognition. An upgrade was approved in 2007 for MDR. The upgrade/migration process, completed in November of 2008, means that Delta moved to a more scalable, robust platform to assist in more efficiently and effectively linking recognition to business objectives. Proof Point The successful upgrade of MDR in 2008 resulted in various new features and functionality with only 12 hours of downtime (representing 0.14% annually), which testifies to the system’s ability to produce change and flexibility in all programs without compromising data, program efficiency, or lengthy interruption.

In 2007, as Delta emerged from bankruptcy a stronger, streamlined company, the Delta Recognition Team completed a comprehensive review of all programs, processes, procedures and business tools. The team prepared a series of recommendations to management which were approved for implementation over a two year time period through 2009. The recommendations included consolidating to a single source vendor for all total recognition needs, an MDR system upgrade, a new, improved Universal Rewards Mall, better international reward selection [fulfilled in-country], an improved service award program, updated training materials and several new programs. Single Source Vendor (2007) The Recognition and Incentive audit, conducted in 1999, revealed that Delta was engaged with more than forty different vendors to supply reward products and services. By 2003 that list had been streamlined to four. There was a separate vendor for MDR systems and consulting services, another for gift cards, a third for merchandise and yet another which fulfilled Service Awards, Retirement and American Express Gift Checks. The Delta Recognition team had a vision that all total recognition consulting services, training materials, systems, rewards, customer service, as well as service and retirement

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awards could be consolidated to a single vendor. A single vendor would better serve Delta’s diverse needs, cut down on the amount of vendor relations required to support the programs, and better leverage Delta’s overall total recognition spending. An RFI was submitted to six potential vendor partners in the fall of 2007 and a partner was selected and notified in December 2007. A project plan was put into place whereby all recognition support services were transitioned by Q2-2008. Universal Rewards Mall With more than 50,000 employees, Delta has an extremely diverse workforce. From Baby-Boomers to Millennials, a broad, value-oriented reward selection that targets all groups is needed. The previous MDR platform integrated with a new, improved Universal Rewards Mall which includes merchandise [with more than 5,000,000 items], gift cards, American Express Gift Checks, event tickets, and adventure packages. The new, enhanced Universal Rewards Mall was launched in 2008. MDR Upgrade MDR was recently upgraded to provide Delta with enhanced capabilities such as:

o Improved Usability o Enhanced Program Wizards o Sophisticated Budgeting Tools o Robust Reporting Capability o New Program Dashboards o Program Analytics o Flexible Communications o Targeted Surveys o On-Demand E-Coaching on Recognition

Service Award Enhancements Enhancements for the Service Award program include improved personalization and award presentations such as:

o All new lapel pins with updated branding o A supervisor packet which will include a certificate and a customized brochure for 20

and 40-year recipients o Personalized websites for 20 and 40-year recipient gift selections o Presentation guidelines to help managers make the presentations more personal and

memorable o Unique custom packaging that further promotes the Delta brand

Planned Changes for 2009 International In-Country Award Fulfillment Currently international award options are limited to VISA cards. Delta’s goal is to eventually expand International Award options in 2009 with in-country award fulfillment. Updating Training Materials The upgrade of the MDR platform will feature a series of five-minute, on-demand training tutorials on the concepts of recognition. These features will enable managers to quickly and easily access information on key recognition topics. Additionally, a more formal review of all training tools and courses is planned for 2009.

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New Programs The Delta Recognition Team is responsive to the needs of the business and supports programs revisions and new program development as needs arise. The following new programs are planned for 2008, but are subject to change: Environmental Team Awards Delta Air Lines is environmentally focused. In keeping with this priority, in 2008 the Environmental Team Awards (which recognize the efforts of an individual or team) will be incorporated into the MDR platform. This program currently exists and is manually administered. By incorporating it into the MDR platform, all processes will be automated and there will be enhanced visibility for all eligible participants. Expansion of “A Job Well Done” - Customer Recognition Pilot The current program, run as a pilot in 2007, will be adjusted and continued in 2008. The program is under review to determine the best method of submitting customer-based nominations, validating the nominations, manager notifications and reporting on the MDR platform. Piloted for the first time in 2007, A Job Well Done is a customer-drive on-the-spot recognition program. Initially, Delta’s 58,000 Platinum Flyers were asked to directly recognize a front-line employee for exemplary service or performance.

A Job Well Done Program Objective o Engage and empower our most valued customers by supplying them

with 4 Job Well Done certificates, and asking them to directly recognize a front-line Delta employee for exemplary service.

o Recognize and reward performers who provide outstanding service to our customers.

Performance Levels

Each Job Well Done certificate is worth 2500 MDR points which are deposited into the employee’s reward account

Eligibility All Delta Air Lines employees are eligible for recognition in Gaining Altitude


Managers are copied and notified of their team member’s recognition and have the option to elevate nominations to higher levels.

Success This program was deemed successful in 2007 and was continued in 2008, but was targeted to a smaller group of Platinum Flyers.

Table VII.1 – Overview on the expansion of A Job Well Done International Sales Incentive Program Expansion The International Sales Incentive Program will be expanded concurrent with improved international reward fulfillment options. New Delta employees (Pre-Merger Northwest employees) Aside from improved functionality, MDR (and the programs supported on MDR) have the flexibility and scalability to include all previous Northwest Airlines employees. The acquisition of Northwest Airlines by Delta Air Lines was approved in November 2008. In preparation for the merger of the two organizations, a plan was prepared to incorporate former Northwest employees in to the Delta organization and specifically employee recognition.

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New Delta employees will: o Begin receiving single Delta offering February 1, 2009 o Have access to MDR tentatively on or around May 1, 2009 o Begin receiving Delta retirement award August 1, 2009 o Eligible for SPOT program on or around February 1, 2009

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Index of Tables and Figures

Standard I: Recognition Strategy Tables Table I.1 – How Gaining Altitude supports Delta’s broader business goals Table I.2 – Gaining Altitude Award Category Details Table I.3 – Hard vs. Soft benefits of an enterprise wide recognition system Table I.4 – View of ROI from a broader perspective Table I.5 – Overview of MDR Life Occasion Cards Table I.6 – Overview of On-the-Spot recognition tools Table I.7 – Overview of Service Award and Retirement programs Table I.8 – Overview of Gaining Altitude program on MDR Table I.9 – Overview of Chairman’s Club formal recognition program Table I.10 – Other currently active formal reward programs Figures Figure I.5 – MyDeltaRewards login screen Figure I.2 – 2008 Flight Plan overview Figure I.3 – Scientific foundation on recognition Figure I.4 – Sample Life Occasion E-cards Figure I.5 – Sample On-the-Spot recognition materials Figure I.6 – Sample screen shots of Service Award portal Figure I.7 – Sample certificate and recognition e-cards from Gaining Altitude program on MDR Figure I.8 – Overview of the total recognition process (6 steps) Standard II: Management Responsibility Tables Table II.6 – How Gaining Altitude supports Delta’s broader business goals Table II.2 – Dedicated resources for recognition at Delta Standard III: Recognition Program Measurement Tables Table III.7 – 2008 Recognition Program Summary Table III.2 - 2008 MDR Budget Summary Table III.3 – 2008 MDR Registration Summary Table III.4 – Return on Recognition Analysis Table III.5 – Gaining Altitude Program Metrics Table III.6 – Every Bag Counts Program Metrics Table III.7 – Community Engagement Program Metrics Table III.8 – Job Well Done Program Metrics Table III.9 – Reservation Incentive Program (TRIP) Metrics Table III.10 – Credit Card Fraud Metrics Table III.11 – Domestic Incentive Goal (DIG) Program Metrics Table III.12 – Life Occasions Cards Program Metrics Table III.13 – REAP Program Metrics Table III.14 – Summary Financial Analysis for Recognition

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Table III.15 – Recognition Culture Survey Results Table III.16 – Manager Survey Results Table III.17 – Employee Survey Results Standard IV: Communication Plan Tables Table IV.8 – Change matrix for MDR Table IV.2 – Communication plan and training matrix Figures Figure IV.1 – Delta/Northwest merger recognition planning matrix Figure IV.2 – Sample poster for MDR re-launch Figure IV.3 – Sample countdown poster for MDR re-launch Figure IV.4 – Sample announcement in Delta Daily Figure IV.5 – Sample email distributed on MDR re-launch Standard V: Recognition Training Tables Table V.9 – Recognition Center Overview Table V.2 – Effective Recognition E-Coaching Module Table V.3 – Providing Performance Feedback E-Coaching Module Table V.4 – SMART Recognition E-Coaching Module Figures Figure V.10 – Sample of Gaining Altitude Manager’s Guide Figure V.2 - Nomination Scoring Matrix Figure V.3 – Gaining Altitude Participant Reference Guide Figure V.4 – Chairman’s Club Creating Nomination Guide Figure V.5 – Chairman’s Club Approving Nomination Guide Standard VI: Recognition Events and Celebrations Tables Table VI.11 - Chairman's Club Planning Timetable Table VI.2 – Overview of Gaining Altitudes Levels Table VI.3 – Informal Celebrations Tiers Overview Figures Figure VI.12 - Chairman's Club Sample Program and Menu Standard VII: Program Change and Flexibility Tables Table VII.13 – Overview of the total recognition process (6 steps) Figures Figure VII.14 - Chairman's Club Sample Program and Menu

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Index of Attachments

Standard I: Recognition Strategy Standard II: Management Responsibility Standard III: Recognition Program Measurement Standard IV: Communication Plan Northwest Integration Presentation Standard V: Recognition Training Gaining Altitude Manager’s Guide Part 1 Gaining Altitude Manager’s Guide Part 2 Gaining Altitude Manager’s Guide Part 3 Road Show Presentation Standard VI: Recognition Events and Celebrations SKY Magazine – November 2008 Chairman’s Club DVD Standard VII: Program Change and Flexibility

PDF Attachment DVD Enclosed