WELCOMERecognition—Encourage the Heart

SESSION OVERVIEW

Reflect on personal experiences with recognition practices.

Connect the dots between recognition and engagement.

Link concepts to personal needs. Explore the key value(s) of

expressing appreciation. Draw a distinction between job

satisfaction and engagement. Review tips, tools, and best practices

for expressing appreciation and recognizing others.

Review and reflect.

SURVEY YOUR EXPERIENCE

Consider the methods used to recognize employees at your college or university.Are they effective? (scale 1-10; 1=NO, 10=Absolutely) Compute the average at your table.

Of the methods you are familiar with, which appears to be the most effective and why? (List at least 3 at your table)

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WHAT DOES IT REALLY MEAN?

“It is important, however, for supervisors and managers to understand that recognizing

employees is about acknowledging good results

and reinforcing positive performance.”

HR Matters

GALLUP’S ENGAGEMENT HIERARCHY

12: The Elements of Great Managing, Rodd Wagner and James Harter

HOW IT WORKS

Globoforce: “Link recognition to organizational values and employee engagement.”

RECOGNITION MAKES A DIFFERENCE

Psychology Today, June 2013

AGE AND METHOD MATTER

What type of recognition do you like? %

Rewards (Money) 38

Growth Opportunities 21

Praise, Please! 19

No Need 20

Don’t Know, NA 2

2012 Survey of Administrative Professionals by OfficeTeam

POWERFUL PHRASES

10 Most Powerful Phrases

I’m wrong

I’m sorry

You can do it

I believe in you

I’m proud of you

Thank you

I need you

I trust you

I respect you

I love you

Rich DeVos, Ten Powerful Phrases for Positive People

THE HEART AND HOPE

GETTING EMPLOYEES FROM CAN’T TO CAN

TYPES AND REASONS FOR RECOGNITION

Types of Employee Recognition Reasons Given for Recognizing Employees

Length of service 88% Create a positive work environment 77%

Above and beyond performance 79% Motivate high performance 71%

Peer to peer 42% Create a culture of recognition 69%

Retirement 41% Recognize years of service 69%

Sales performance 38% Increase morale 68%

Employee of the year, month, and so on 32% Reinforce desired behaviors 61%

Programs to motivate specific behaviors 25% Support organizational mission/values 55%

Safety performance 25% Increase retention or decrease turnover 51%

Suggestions/ideas 24% Support being an employer of choice 43%

Major family event 19% Encourage loyalty 42%

Attendance 18% Provide line of sight to company goals 26%

Support culture change 20%

Other 2%

WorldatWork, 2008, Trends in Employee Recognition

JOB SATISFACTION

Top Contributors to Employee Satisfaction Rating Facto

Job security.………………………………………………………….…....63%

Opportunities to use skills and abilities ……………….......…………..62%

Organization’s financial stability ………………………........................55%

Relationship with immediate supervisor …………..............................55%

Compensation..…………………………………………………...…….....54%

Benefits .……………………………………………………………..……..53%

Communication between employees and senior management.……...53%

The work itself ……………………………………………………………..53%

Autonomy and independence ……………………………………………52%

Management’s recognition of employee performance……………….. 49%

Source: Society for Human Resource Management (SHRM) 2011 Employee Job and Satisfaction Survey

ENGAGEMENT VS SATISFACTION

Source: Society for Human Resource Management (SHRM) 2011 Employee Job and Satisfaction Survey

Engagement Ranking

Satisfaction Ranking

1 The work itself 8

2 Relationships with workers NR

3 Opportunities to use skills and abilities 2

4 Relationship with immediate supervisor 4

5 Contribution of work to organization’s business goals NR

NR Job security 1

6 Autonomy and independence 9

9 Organization’s financial stability 3

NR Compensation 5

NR Benefits 6

RECOGNITION CONNECTS TO HEAD AND HEART

“I call it connecting at the head, heart and hand. An engaged

employee understands what he or she must do to add value to the company, has a sense of pride, feels connection to the

company mission, and is willing to put those thoughts and

feelings—discretionary effort—into action.”Julie Gebauer,

Managing Director, Towers Watson

THE HEAD, HEART, AND HOPE

“My head screamed no. My heart whispered yes. Reality told me not to, but hope told me to give it a shot."

KOUZES AND POSNER

1. Model the Way Leaders who model the way exhibit two key behaviors. They “Clarify their Values” and “Set an Example.” Their actions are aligned with their values.  

2. Inspire a Shared Vision Kouzes and Posner identify “Envisioning the Way” and “Enlisting Others” as two ways leaders can inspire a shared vision.

3. Challenge the Process The transformation in technology might not be available if Steve Jobs had not “Searched for Opportunities” and “Experimented and Taken Risks” — two behaviors of exemplary leaders.

4. Enable Others to Act Nelson Mandela, the iconic South African leader, exemplifies this. By “Fostering Collaboration” and “Strengthening Others,” he was able to successfully lead South Africa through the dismantling of apartheid while encouraging racial reconciliation.  

5. Encourage the Heart Leaders encourage the heart by “Recognizing the Contributions of Others” and by “Celebrating the Use of Values and Victories.”

ENCOURAGE THE HEART

Set Clear Standards Expect the Best Pay Attention Personalize Recognition Tell the Story Celebrate Together Set the Example

"Only 50 percent of managers say they give recognition for high performance. Evidently most assume that getting extraordinary things

done is just part of the job."Kouzes and Posner, Encouraging the Heart

SEVEN PRACTICES OF RECOGNITION

Leadership Practice Description

Set Clear Standards The standards set should lead to a feeling of true accomplishment by those who achieve them.

Expect the Best Passionately believing in people while at the same time expecting the best from them inspires commitment.

Pay Attention Actively search for positive examples of behaviors worthy of commendation. If it goes unnoticed, the perception is it may not matter, or you simply do not care.

Personalize Recognition One size does not suit all—consider individual wants and needs.

Tell the Story Storytelling is the most basic form of communication; stories teach, mobilize, and motivate.

Celebrate Together Public recognition builds self-esteem and a sense of community — we share in each others’ accomplishments.

Set the Example Actions speak louder than words.

REVIEW OF THE SEVEN PRACTICES

TIPS FOR RECOGNIZING GOOD WORK

Recognize people based on specific results and behaviors.

Implement peer to peer recognition – not just top down.

Share recognition stories.

Make recognition easy and frequent.

Tie recognition to your own company values or goals.

Jerry Bersin, Forbes Magazine, June 2013

RECOGNITION MISTAKES

Not getting facts straight Offering token gestures Being vague Going overboard Overlooking contributors

SUMMARY

Positive recognition is a viable need that makes us feel appreciated when done right.

Tools and techniques for recognizing others range from daily interactions to more formal events.

No one size serves and supports all — tailor recognition to the person and the organization.

Leverage what works, avoid key mistakes.

Be authentic and persistent with your gratitude.

REFLECTION