Reward-Recognition

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					Reward & Recognition
Reward & Recognition

 Objective
               To provide you with tools
               and enhance your skills so
               that you can implement an
               informal reward and
               recognition program that
               will be meaningful to your
               employees and will also
               meet the needs of the
               organization.
Reward & Recognition

  Maslow’s Hierarchy of Needs




            Self-Actualization
             Esteem Needs
              Social Needs
             Security Needs
           Physiological Needs
Reward & Recognition

  Goals of a Reward/Recognition Program

  1. To advance the goals, values and mission
     of the organization (employer benefit);
  2. To recognize and reward employees for
     their performance, behaviour, outcomes
     (employee benefit)
Reward & Recognition

  Benefits

  • More productive employees;
  • More satisfied employees;
  • More loyal employees
Reward & Recognition

  Be Careful: You get what you reward

         What They Say               What They Reward

   “We value quality”            Saving costs

   “We are a learning
                                 Doing things the old way
   organization”

   “We value diversity”          Conforming

                                 Staying late, working long
   “We value our employees”
                                 hours
                                 Keeping customer contact
   “We value customer service”
                                 brief
Reward & Recognition

  Motivation
  - a person’s need or desire that causes them
  to act.
Reward & Recognition

  Extrinsic Motivation
  - comes from outside the person
Reward & Recognition

  Intrinsic Motivation
  - comes from within the person and is based
  on an employee's personal needs and
  expectations
Reward & Recognition

  Motivation
  • Achievement
  • Affiliation
  • Power and Control
Reward & Recognition

  Elements of Recognition

  • Praise
  • Thank you
  • Opportunity
  • Respect
Reward & Recognition

  Feedback is …

      Most Useful When …             Least Useful When …

                                  Focused on personality,
   Based on first hand observed
                                  perceived attitudes, hearsay
   behaviours.
                                  or speculation.
   Focused on a person’s          Focused only on
   strengths, encouraging and     weaknesses, is judgmental,
   supportive.                    disrespectful or insensitive.
                                  Vague, focused on “global”
   Direct and specific with
                                  events with generalized
   concrete examples.
                                  comments.
                                  Insulting or demeaning and
   Considerate yet honest.
                                  used to protect feelings.
Reward & Recognition

  Feedback is (con’t) …

       Most Useful When …             Least Useful When …

                                   It sets out unrealistic
   Focused on behaviour that       expectations or focuses on
   can be changed.                 behaviour the employee has
                                   no control over.
                                   No value to the employee. If
   It has value to the employee.   it won’t add value, don’t give
                                   it.
   Priorities are set and
                                   Feedback is provided on
   feedback focuses on what
                                   everything at one time.
   behaviour is most important.
   It sets the ground rules in     Based on arbitrary, subjective
   advance.                        standards.
Reward & Recognition

  Feedback is (con’t) …

      Most Useful When …           Least Useful When …

   Immediate.                   Delayed.


   Given privately.             Given in front of others.


   Thoughtful.                  Impulsive.

   Asks questions and allows an Makes statements and “tells”
   employee to draw his/her     an employee how it should be
   own conclusions.             done.