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reward and recognition
This document discusses recognition and reward in the workplace. It defines recognition as appreciation or acclaim for an achievement or ability, while a reward is something given for service, effort or achievement. It then presents a 4 quadrant theory for recognition, outlining different types of recognition from tactical and low impact to strategic and high impact. The final sections discuss why recognition is important, what makes an effective informal recognition program, what employees want most in terms of recognition, and special considerations around recognition when times are tough.
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reward and recognition
- 1. R E WAR D A N D R E C O G N I T I O N Lawrence Hallett Wales Quality Centre
- 2. R E CO 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 IN 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 YG 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 deliveredin 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 EC 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 letterdated 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 OT 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 ATI 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 ST 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 ATT 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 EC 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 AI 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
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- 20. The pay scaleexercise.....
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- 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 Effectivechange = Quality of idea x Amount of buy in Bring back the poll tax
- 24. Schiens 5 •Pay mostattention to •React to crisis •Role model, teach and coach •Reward •Hire, fired and promoted
- 25. how it fitsin with Mazlow’s hierarchy
- 26. R E CO G N I T I O N A N D R E WA R D