The document discusses an umbrella recognition solution that assesses current employee recognition programs, introduces management training tools, and proposes a new recognition program to optimize employee performance in order to turn expenses into profits through a three step employee optimization approach. It also discusses how recognition and respect are more motivating to employees than pay or job security according to research.

2. Optimize Employee Performance

4. ROI of as much as 23 to 1

6. Assess current recognition and incentive programs.

7. Survey the morale and attitudes of your people.

8. Develop an Analysis and Recommendations report.

9. Step 2 –

10. Introduce management and employee training tools.

11. Determine time frame in establishing solutions.

12. Step 3 –

13. Propose an Umbrella Recognition Solution.We’ll turn current expenses into profits so you can share the good news with your CFO!

14. “What are your Employees Doing?” “Why are they Doing it?” “How do you Fix it?”

15. Level 1 – Disbelief Level 2 – Nodding & Agreeing Level 3 – Griping & Complaining Level 4 – Escape Level 5 – Gut Check Level 6 – Class Clown Level 7 – Apathy Level 8 – Surrender Level 9 – Paranoia Level 10 – Insanity

16. Leadership Training “Why do people do the crazy things they do at work?”

17. Why Should Supervisors Care? Getting to the bottom of what they’re really thinking… What’s in it for me?

18. Maslow’s Hierarchy of Needs Our need to be Loved and Respected is the most common unfilled need in the workplace. Self-Actualization Esteem Needs Esteem Needs Social Needs “Social” needs met in workplace Safety Needs “Safety” met by benefits (401k, etc) Physiological Needs “Physiological” needs met by salary Abraham Maslow “Motivation & Personality”

19. “Why do people do the crazy things they do at work?”

20. What Employees Say Motivates Them 1940 Today Recognition 1. Interesting work Being informed 2. Recognition Help w/personal 3. Being informed problems Job security 4. Job security Good Pay 5. Good pay Interesting work 6. Promotion opportunity Promotion opportunity 7. Working conditions Loyalty to employees 8. Loyalty to employees Working conditions 9. Tactful discipline 10. Tactful discipline 10. Help w/personal problems Prof. Kenneth Kovach, George Mason Univ. in Business Horizons

21. What Managers Say Motivates Employees Employees Managers 1. Interesting work 2. Recognition 3. Being informed 4. Job security 5. GOOD PAY 6. Promotion opportunity 7. Working conditions 8. Loyalty to employees 9. Tactful discipline 10. Help w/personal problems 1.GOOD PAY 2. Job security 3. Promotion opportunity 4. Working conditions 5. Interesting work 6. Loyalty to employees 7. Tactful discipline 8. Recognition 9. Help w/personal problems 10. Being informed Prof. Kenneth Kovach, George Mason Univ. in Business Horizons

22. What Managers Say Motivates Employees Employees Managers 1. Interesting work 2. LOVE 3. RESPECT 4. Job security 5. GOOD PAY 6. Promotion opportunity 7. Working conditions 8. Loyalty to employees 9. Tactful discipline 10. Help w/personal problems 1.GOOD PAY 2. Job security 3. Promotion opportunity 4. Working conditions 5. Interesting work 6. Loyalty to employees 7. Tactful discipline 8. LOVE 9. Help w/personal problems 10. RESPECT Prof. Kenneth Kovach, George Mason Univ. in Business Horizons

23. 15%

24. Relationships Trust Discretionary Performance

25. Managers use Carrots and Sticks Leaders use Recognition

27. The Differing Roles Service Recognition – (Right Brain) TheEmotionEnergizes behavior by emotionally engaging the employee Service Awards tell them you Really Care. Performance Improvement – (Left Brain) The Message Rewards specific outcomes on an equitable basis Compensation Rewards create Involvement. Custom Acknowledgment – (Middle Brain) The TrophyGuides behavior by letting people know what is expected Acknowledgement shows them They’re Respected.

28. John Schaefer (623) 572-1300 Toll free (888) 646-6670 john@SchaeferRecognitionGroup.com www.SchaeferRecognitionGroup.com