R E W A R D A N D R E C O G N I T I O N

Lawrence Hallett

Wales Quality Centre

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

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

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

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.

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

Freq

uenc

y

!A

nnua

l

Bi-A

nnua

l

Mon

thly

Wee

kly

Dai

ly

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% !% of Employees Recognized

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,

Freq

uenc

y

!A

nnua

l

Bi-A

nnua

l

Mon

thly

Wee

kly

Dai

ly

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% !% of Employees Recognized

Freq

uenc

y

!A

nnua

l

Bi-A

nnua

l

Mon

thly

Wee

kly

Dai

ly

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

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?

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”

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

W H AT ’ S S O I M P O R TA N T A B O U T1I 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

W H AT I S N E C E S S A R Y F O R2E 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

M O S T W A 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 W A 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

W H AT T Y P E O F P R A I S E4W 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

S P E C I A L C O N S I D E R AT I O N S5W 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 …

P R A I S E A C A U T I O N A R Y 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

Rewards

The pay scale exercise.....

Shock

Denial

Blame

Acceptance

Problem Solving

Improved performance

Time

The Change Cycle

Stage

State

Reaction

1

Status Quo

Shock, Denial

Disruption

Anger, Fear

2

Exploration

Acceptance

3

Rebuilding

Commitment

4

Negative

Positive

Impa

ct

The Change Curve

Time

The change model

Effective change = Quality of idea x Amount of buy in

Bring back the

poll tax

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

how it fits in with Mazlow’s hierarchy

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