umbrella recognition solution introduction
TRANSCRIPT
Umbrella
Recognition
Solution
•Engage your Management Team
•Optimize Employee Performance
•Turn Your Expenses into Profits
Performance
Management
•Saving you up to 50%
•ROI of as much as 23 to 1
•Optimize your most
valuable asset –
People!
Our three step approach to employee optimization:
• Step 1 –
– Assess current recognition and incentive programs.
– Survey the morale and attitudes of your people.
– Develop an Analysis and Recommendations report.
• Step 2 –
– Introduce management and employee training tools.
– Determine time frame in establishing solutions.
• Step 3 –
– Propose an Umbrella Recognition Solution.
We’ll turn current expenses into profits so you can
share the good news with your CFO!
What Will We Do For You?
“What are your Employees Doing?”
“Why are they
Doing it?”
“How do you Fix it?”
• 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
“Why do people do the crazy things they do at work?”
Leadership Training
Getting to the bottom of what they’re really thinking…
What’s in it for me?
Why Should Supervisors Care?
Safety Needs“Safety” met by benefits (401k, etc)
Physiological Needs
Social Needs“Social” needs met in
workplace
“Physiological” needs met by salary
Our need to
be Loved and
Respected
is the most
common
unfilled need
in the
workplace.
Esteem Needs
Self-Actualization
Abraham Maslow
“Motivation & Personality”
Esteem Needs
Maslow’s Hierarchy of Needs
“Why do people do the crazy things they do at work?”
What Employees Say Motivates Them
1940 Today
Prof. Kenneth Kovach, George Mason Univ. in Business Horizons
1. Recognition 1. Interesting work
2. Being informed 2. Recognition
3. Help w/personal 3. Being informed problems
4. Job security 4. Job security
5. Good Pay 5. Good pay
6. Interesting work 6. Promotion opportunity
7. Promotion opportunity 7. Working conditions
8. Loyalty to employees 8. Loyalty to employees
9. Working conditions 9. Tactful discipline
10. Tactful discipline 10. Help w/personal
problems
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
Employees Managers
What Managers Say Motivates Employees
Prof. Kenneth Kovach, George Mason Univ. in Business Horizons
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
What Managers Say Motivates Employees
Employees Managers
Prof. Kenneth Kovach, George Mason Univ. in Business Horizons
15
%
Relationships
Trust
Discretionary
Performance
Managers use Carrots and Sticks
Leaders use Recognition
Service Recognition – (Right Brain) The EmotionEnergizes 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.
The Differing Roles
John Schaefer
(623) 572-1300
Toll free (888) 646-6670
www.SchaeferRecognitionGroup.com