Reward and recognition breakfast presentation

1. R E WA R D A N D R E C O G N I T I O N
Lawrence Hallett
Wales Quality Centre

2. R E C O G N I T I O N
Appreciation or acclaim for an achievement, service, or ability:
his work was slow to gain recognition
she received the award in recognition of her human rights work
R E WA R D
A thing given in recognition of service, effort, or achievement:
the holiday was a reward for 40 years' service with the company
he’s reaping the rewards of his hard work and perseverance
D E F I N I T I O N S

3. S H I N I N G L I G H T
E X E R C I S E
Discuss an
experience of
positive and negative
recognition

4. W H Y G I V E R E C O G N I T I O N ?

6. 4 Quadrant Theory
● Evaluate or determine your current culture…!
● Which of the quadrants are currently well represented? !
● Which of the quadrant(s) look a bit bleak and need some attention?
● Be Creative and Strategic:!
● Find new and innovative approaches to what you are currently
doing and add them to your quadrants.

7. Low Impact !
Tactical!
One-on-one, high frequency, timely
reward – very impactful for those
recognized, but reaches few, often
performance based
Strategic Recognition
Program!
Employees are Engaged, Culture of
Appreciation, Strategic Alignment!
Formal , Performance based!
“Prestige Award”!
Focus on the Elite!
Infrequent and selective involvement!
Annual Recognition Dinner!
5 yr, 10 yr Party
Low Impact !
Tactical!
Not performance based – all are
included, happens infrequently:
Company picnic, Company Ice Cream
Social
Frequency!
AnnualBi-AnnualMonthlyWeeklyDaily
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% !
% of Employees Recognized

8. Specific praise delivered in a timely
manner to a specific person!
(Ideally happens frequently)!
(high performing, engaged teams will
move up the continuum of %
recognized)
Systematic reward system
communicated and implemented
throughout the entire organization!
Includes general performance goals!
May include dept specific goals
(attendance, speed of answering call,
etc).!
Thanking everyone at the end of day
Annual Recognition Dinner!
5 yr, 10 yr Party !
In a low recognition culture, this will
also include specific praise delivered
in a timely manner to a specific person
Company picnic, Company Ice Cream
Social, Holiday Party,
Frequency!
AnnualBi-AnnualMonthlyWeeklyDaily
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% !
% of Employees Recognized

9. Frequency!
AnnualBi-AnnualMonthlyWeeklyDaily
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% !
% of Employees Recognized
Low impact tactical
Low impact tactical
Strategic recognition
programme
Prestige Awards

10. T H E C U R I O U S C A S E O F T H E A G R A D E
What do you believe the
likely outcome would be,
of such an approach?

11. write a letter dated 1
year hence
“a chronic state of anxiety over the
measurement of their performance that
they would be reluctant to take risks with
their playing”

12. I G O T M Y A G R A D E … . .
Dear Mr Zander,
I got my A because … I changed from
someone who was scared to make a
mistake in case she was noticed to
someone who knows that she has a
contribution to make to other people,
musically and personally … Thus all
diffidence and lack of belief in myself
are gone. So too is the belief that I only
exist as a reflection in other people’s
eyes and the resulting desire to please
everyone … I have changed from
desiring inconsequentiality and
anonymity to accepting the joy that
comes from knowing that my music
changes the world.
Giselle Hillyer

13. W H AT ’ S S O I M P O R TA N T A B O U T
1I N F O R M A L M A N A G E R I N I T I AT E D
Recognition when times are tough
• A B O U T F E E L I N G S P E C I A L
• C O R P O R A T E P R O G R A M S - N O
• F R O M T H O S E W E H O L D I N H I G H E S T E E M

14. W H AT I S N E C E S S A RY F O R
2E F F E C T I V E I N F O R M A L P R O G R A M M E
• T I M I N G
• A U T H E N T I C
• N O T J U S T T O B E N I C E - E X P E C TA N C Y
• D E P E N D E N T U P O N D E S I R E D … .
• F R E S H A N D R E L E VA N T

15. M O S T WA N T E D B Y …
3E M P L O Y E E S
• M A N A G E R I A L S U P P O R T VA L U E D N O 1
• I N V O LV E M E N T
• G I V I N G A U T H O R I T Y
• F L E X I B L E W O R K I N G H O U R S
!
T H E Y WA N T E D P R A I S E
• P E R S O N A L
• W R I T T E N
• P U B L I C
• E L E C T R O N I C

16. W H AT T Y P E O F P R A I S E
4W O R K B E S T. .
• A VA I L A B I L I T Y T O M E D I U M
• E M P L O Y E E P R E F E R E N C E
• M A N A G E R C O M F O R T Z O N E

17. S P E C I A L C O N S I D E R AT I O N S
5W H E N I T S T O U G H . .
• W H E N W E N E E D I T M O S T …

18. P R A I S E A C A U T I O N A RY N O T E
a study of 400 fifth-graders conducted by psychologist Carol
Dweck and a team at Columbia University in which the children
took three tests. The second test purposely was made difficult
enough that every child failed. What the scientists found was
that kids who had been praised for their effort recovered from
that failure by the third test to achieve scores 30% higher than
on their first test. Meanwhile, the students who were praised for
their intelligence had scores that were 20% lower. Ms. Dweck’s
conclusion: You should praise children for qualities they can
control, like effort. Those praised for their innate brainpower
might develop the sense that hard work isn’t necessary

19. Rewards

20. The pay scale exercise.....

21. Shock
Denial
Blame
Acceptance
Problem Solving
Improved performance
Time
The Change Cycle

22. Stage
State
Reaction
1
Status Quo
Shock, Denial
Disruption
Anger, Fear
2
Exploration
Acceptance
3
Rebuilding
Commitment
4
Negative
Positive
Impact
The Change Curve
Time

23. The change model
Effective change = Quality of idea x Amount of buy in
Bring back the
poll tax

24. Schiens 5
•Pay most attention to
•React to crisis
•Role model, teach and coach
•Reward
•Hire, fired and promoted

25. how it fits in with Mazlow’s hierarchy

26. R E C O G N I T I O N A N D R E WA R D