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Member Recognition - Start With The End In Mind
1. Begin With The End In Mind
By:
Jeff Dalton - Paramax &
David Carrithers Affinity Center International
April 27, 2012 3:00 PM to 4:00 PM
Member Recognition
2. “The moment people in an organization are
recognized, they will act to get recognition. The
moment they realize that the organization rewards
for the right behavior, they will accept it.” Peter
Drucker - WSJ
3. Goal Of Session
• What drives successful employee programs
• Clear understanding of a few key steps
• Sharing on what works and what doesn’t
• How to start your thinking & why
• A little effort up front has huge payoff
• Change is the only constant
4.
5.
6.
7.
8. Basics Of Motivation
Positive, Immediate and Certain
Change requires a motivator - what gets rewarded
gets done
Award needs to have meaning and be beyond the
living basics
Focus on moving the 80% on the Bell Curve of an
organization to the right 5% to 10%
A good program needs communications, program
administration and the right awards
Employee programs need to take into account the
full potential earnings and desired behaviors
8
9. Basics Of Motivation
Cash is limited in promotion value, long-term
remembrance and excitement
The best programs reward the whole chain -
employee, channel and customers
Make sure the reward is truly a reward.
9
10. Maslow’s Hierarchy of Needs
10
Move beyond the basics
Tap into the psychic
Reward the complete person
People want to feel recognized
11. The Behavioral Model
11
What gets rewarded gets done
Identify the desired behavior modification
Communicate the desired state
What gets tracked gets repeated
Reward the outcome
Do This
Get That!
12. The Bell Curve
12
Focus on the middle 80%
Move the organization 5% to
10% to the right
Top performers will always
perform
Turn those just below the top
into top performers
13. Employee Program Background
13
Types of Programs:
Attendance
Suggestion
Quality
Safety
Service Anniversary
Employee/Sales Referrals
Honor & Recognition
Productivity
Teambuilding
Customer Service
Gift
Training/Certification
Consolidated “Umbrella”
Participants:
Tend to be non sales,
such as production and
service
Safety focuses on
drivers, service repair
personnel, &
manufacturing plant
employees
14. Employee Program Background
14
Target Industries:
Manufacturing
Utilities
Telecommunications
Healthcare
Financial
Automotive
Service
Typical Owners Of Programs:
Human Resources or
Personnel Director
Quality Officer
Director of Safety, Loss Prevention
General Manager, Manufacturing Plant
Program Length:
Longer-term up to 1 year
(w/ monthly/quarterly
payouts)
Lends to yearly renewals
Average Payout:
Smaller payout than sales
programs
$200-$300/year for single
programs
15. Keep
In Mind
• Reward is not
compensation
• Under paid cannot be
fixed with a reward
program
• Cash can be part of
program mix but no
more than 20%
Surveyed 1,000 people
and asked “Have you
ever received a cash
reward from your
employer and if so what
did you do with the
cash?”
16. Rewards Are
Key!
• Do you truly understand
your employee base and
what motivates them?
• Get beyond “I want
cash” mentality to what
they want to gain access
to what truly motives
the employee
• Liberate the award
earner – give them
choice
Surveyed 1,000 employees
on rewards
17. Works?
Doesn’t
•One size fits all rewards
•Complicated rules
•Manual tracking
programs
•One program at a time
focused
•Doing too much with too
little
Does
• Offering reward choice
• Mixing recognition with
incentives
• The whole organization
into the program (peer
to peer, cost savings,
top performer, etc.)
• A program not a one
time event
18. What is a Recognition
System?
A Web Portal
Provides managers and employees the
opportunity to send accolades, thank- you’s,
acknowledgments & appreciation to each other
Provides information to all employees in all
aspects of the Recognition Program
Provides 2 way communication with
management with survey and quiz/training tools
Provides an awards catalog for tangible awards
What Is A Recognition System?
19.
20. Check List
Do a review and analysis of all programs/efforts for
past three years – what’s worked/ not worked
Survey employees to find out what motivates them
(beyond cash) and be honest with yourself
Do you have a platform for your program that makes
it easy on you and the organization to motivate
behavior
Clearly define the behavior(s) you want to see and is
the program driving these results and is this clear to
the employee
21. Key Program Development Thinking
Ease of understanding – what is the behavior
Ease of redemption
Earning reward in a reasonable time frame
Do you understand what motivates your
employees
Is the reward befitting of the behavior change
More than rewards - recognition
22. Thank You!
Jeff Dalton, CEO
Paramax
http://www.pmx.com
732 224 1048 Ext 18
jdalton@pmx.com
David Carrithers, President
Affinity Center International
www.AffinityCenter.com
707-484-3620
david.carrithers@affinitycenter.com
Notas do Editor
So many programs are planned with the start in mind – things like rules, or dates, or the processes. The key is to stop and ask “what is the behavior we are trying to drive?” What is the end result that you are trying to create?
So many programs are planned with the start in mind – things like rules, or dates, or the processes. The key is to stop and ask “what is the behavior we are trying to drive?” What is the end result that you are trying to create?
The other is really understanding the base of the employees and their make up? Who is in the program – who is really in it? Age? Income? Back ground? So many programs try and make one size rewards, one size rules fit all.
The other is really understanding the base of the employees and their make up? Who is in the program – who is really in it? Age? Income? Back ground? So many programs try and make one size rewards, one size rules fit all.
We need a common understanding of incentives and motivation.
I was going to share my experience on Bank on Xerox program and the results being improved by 60% by just focusing on rewards that matter.