Peter, hart (feb 2011) suggests that even if organizations have an efficiently run

workplace with comfortable temperatures and scheduled pay raises, it won't be

enough to stop resignations and retain staff. It will only be enough to show up every
morning for work, but to take initiatives, to operate with a degree of seriousness and
drive and to meet deadlines, that requires relationship building and employee
recognition programs that have meaningful impact in the workplace.
To get started first every organization needs to make their employee recognition and
appreciation programs an investment rather than an expense. The Recognition
programs, which do not align with the overall corporate strategies, are impossible to
defend and ultimately end up being regarded as an expense instead of an investment.
During times of hardship, these programs are the first ones to be cut out from the
race. In order to get these recognition programs absorbed by the management to avoid
weakness, it is important that the recognition strategies must tie into the organizations
business objectives or mission, vision and values because then the senior management
can see the link between the strategies and organizations business objectives.
McKibbin-Brown, Lynn. (Apr 2003) believes that Employees are expecting more and
companies are looking for innovative ways to recognize their people. Recognizing
employee service, achievements or contributions can be important elements in
maintaining service levels, employee retention and other factors. Moving away from
traditional long-service awards, Xerox Canada implemented a performance
recognition program for its technical customer service group. Each year, awards are
giving to the top achievers across the country. A successful program needs to be easy
to manage and needs to work within the scope of the budget. For all the effort and
resources an employer puts into a formal recognition program, its success or failure
can hinge not only on the execution, but also on how recognition happens in the office
every day.
The gold watch. Traditionally, this reward was received at retirement in recognition of
25, 30 or maybe 40 years of loyal and valuable service. But times have changed, and
recognition isn't just for long service anymore. Employees are expecting more and
companies are looking for innovative ways to recognize their people. "Delayering and
greater demand for acknowledgement have changed the way we look at recognition,"
according to Roy Saunderson, president of the Recognition Management Institute.
Certainly, recognition becomes a key factor for any organization where fewer people

are doing more work, as in the case of organizations embarking on major

restructuring. "Mechanical programs alone just don't cut it anymore," Saunderson
said. "Recognition needs to include not just a material gift, but an experience of
honoring the person. "When thinking of recognition programs, traditional long-service
awards come to mind. However, employees no longer stay with one employer for
extended periods, and today's programs need to take that into account.
Make It Personal. "Our service award programs are very special and we take them
very seriously," said Yvette Amor, manager of communications and employee
recognition at Procor Limited. "We recognize five-year milestones. On an employee's
anniversary, he or she is presented with a small gift from their manager to recognize
the day. The presentation is in a forum appropriate to the individual and the
department, and is left to the manager Is discretion. Some managers present the gift in
a group setting, and others present it over lunch. "At the end of the year, Procor holds
a formal recognition party, separate from the annual holiday event, in which
employees are presented with their selected gift chosen from a recognition provider.
Making it personal is key," Saunderson said. "I recommend creating a profile of each
person not just marking time, but marking their experiences. Commemorate the
experience as it happens through a video or photo; then, after the fact, send it to the
employee along with a letter of remembrance. "Amor agreed that personalization is a
key element in recognition. "Each year, Procor publishes a book celebrating all those
individuals who have had a service milestone in that year. It includes a color photo, a
bio and a brief summary," she said. "It's a wonderful keepsake commemorating the
employee's service."
Looking Past the Calendar. Moving away from traditional long-service awards, Xerox
Canada implemented a performance recognition program for its technical customer
service group. Performance teams are evaluated based on fair and objective criteria.
Each year, awards are given to the top achievers across the country. The award
includes a weekend for two at a resort, and award recipients celebrate together by
region.

Milas, Gene H, (May 1995) suggests that The process of individual employee and
work team recognition is becoming a social science of its own. Various types of
incentives are increasingly being used to change the working culture of companies. It
is clear that the direction of a company can be changed - or at least substantially
influenced - by honest recognition of employee contributions. A recognition system is
important because it offers incentives for improving quality and productivity. Yet,
more important, a recognition system makes a statement about what principles are
important to a company. Recognition is a form of employee motivation in which a
company recognizes, praises, and thanks employees who have made positive
contributions to the company's success, and must be consistent with a company's
values and principles. Guidelines for recognition systems are presented.
A recognition program must be consistent with a company's values and principles. For
example, if management tells employees that the company values on-time shipments
and quality, rewards must given for both schedule fulfillment and high quality levels.
Management must mean what it says and demonstrate it through its actions.
In an improperly managed recognition program, rewards might be given that are
inconsistent with stated management values. Examples include:
* Management tells employees that customer satisfaction and quality are important
but only gives recognition when sales dollars have increased.
* An employee receives recognition for improving quality while simultaneously being
reprimanded for not meeting a production quota.
* Management proclaims that its major focus is on customer satisfaction, but it
doesn't recognize employees who have been commended by customers. Instead, it
recognizes employees who have obtained many new customers but who have, in the
process, neglected established customers, who are now turning to competitors.
Key attitudes and behaviors
There are several key attitudes and behaviors that must be established by a visionary
manager or executive when starting an employee recognition initiative (or any other

management initiative, such as team building). The key attitudes and behaviors are:
* Sincerity. The recognition program must be founded in a sincere and honest desire
to recognize individual and group accomplishments that have led to the success of the
company. The system cannot be founded on the basis that recognition is a form of
payoff for routine or nonspecific performance. Sincere recognition is a way to say,
"Thank you for doing a job well" in what might have been difficult circumstances.
* Fairness. The doctrine of fairness and equity demands that managers not play
favorites or hold one employee, team, or work group in higher regard than others.
Recognition programs must provide equal treatment for equal accomplishments. By
definition, this indicates that equal and nonbiased consideration must be given to both
hourly and salaried employees. Many times, executives deliberately exclude certain
employee groups from specific reward consideration, since they are perceived to
"already make enough money." This is unfair and will eventually lead to lessened
motivation or greater employee turnover. Every employee appreciates recognition
when the occasion warrants it.
* Appropriateness. A steering committee must provide ground rules to guide the
granting of rewards within the recognition program. Clear and definitive boundaries
must be set and applied to all of the rewards given, whether they be cash, lunches,
trips, merchandise certificates, or visits from the chief executive officer. Whatever the
reward, the level must be appropriate to the improvement made. The steering group
should also arrange to reward improvements in housekeeping, supplier and customer
relations, and other intangible areas. Accomplishments that should not be rewarded
are those that are expected as part of the work assignment, such as perfect attendance.
* Consistency. Formal policies and procedures must be consistently applied
throughout the organization. Although certain rewards might have been appropriately
given, the granting must be consistent from one achievement to the next similar one.
If recognition systems are not monitored regularly for inconsistencies, they might
become negative motivators.

Slootmaker, Stelle (Jun 08, 1998) has cited that Debra Sikanas, president of the
Grand Rapids company Baudville Inc., has helped launch a new national organization,
The National Association for Employee Recognition (NAER). "It's very exciting to be
involved at the ground floor," said Sikanas. "As a board, we are joined by our belief in
recognition and we're committed to contributing the time and resources needed to
spread the word."
As a founding board member, Sikanas is helping steer NAER by contributing both
enthusiasm and vision. To that end, Baudville Inc. has developed NAER's logo and
other print materials. As Sikanas puts it, "We've been the pen on paper."
Sikanas and Baudville were recruited to contribute to this venture by NAER's
president, Kim Smithson, vice president of sales for Illinois-based Incentive
Automation Inc. Kathee Farris, creator of Bank Boston's renowned recognition
program, and Bob Nelson, author of the best seller 1001 Ways to Reward Employees,
sit on the board along with representatives from Disney, Chevron, Caterpillar, Sears
and Successories. "We've been very fortunate to have a good group," said Smithson.
"(Sikanas) has been very active in promoting the National Association for Employee
Recognition. Response has been phenomenal."
NAER was born out of a more loosely organized recognition-sharing group. Different
corporations with recognition programs in place hosted informal forums to share
successes, pitfalls and other issues. As new faces began to join the veterans in the
group, it became apparent that a wide range of needs called for wider-based solutions
than the group could muster.
"NAER formalizes a movement that already existed, providing a forum, education
and idea sharing," said Sikanas. "NAER will help employers develop and improve
their recognition programs by creating resources and sharing successful models drawn
from real-life solutions."
Nelson shares Sikanas' enthusiasm. He believes that businesses with motivated
employees have the edge in today's rapidly changing business market (and employee
recognition lies at the heart of motivation). "Recognition is something good

companies have always done, but now every manager has to do. Technology,
competition, the speed at which business takes place, the changing values of workers
-- business needs are changing. For companies to be competitive today, they need to
have the advantage of an employee edge," stated Nelson. "It's shifted from driving the
most work out of people to setting up an environment where people can do their best
job. To meet the needs of customers, you don't need a thicker policy manual. You
have to get to a spirit where people want to help the customers."
The other Baudville products Nelson refers to include award-making software and
stationery products that help promote teamwork, diversity and recognition. This
product line reflects the company's character, as well. Not only does Baudville
produce the products needed for recognition programs, employees live the philosophy.
Baudville's operations manager, Karen Westover, oversees the company's own formal
recognition program.
"It's all for one and one for all," said Westover. "I've seen our president sit in the
customer service area and help cover phones. Managers pitch in. It's very interactive
-- the opportunities, the atmosphere, the team environment. We don't get stuck in a
rut. We all contribute."
When a customer service rep receives a compliment from a customer, they're awarded
a treat or a dollar bill. When people go above and beyond, they're awarded gift
certificates for the movies or dining out. When the monthly sales goal is met, the
entire staff celebrates with a catered lunch. A bonus program rewards employees
based on their personal performance. And, birthdays and anniversaries always are
special occasions. All these programs embellish the team atmosphere that Baudville's
top brass set in motion when the company was founded.

Bursch, Jeanne (Nov 1999) suggests that By implementing effective reward and
recognition programs, companies can create a positive environment that motivates
and encourages workers to thrive, while improving employee retention rates. Recent
surveys infer that there is a correlation between reward/recognition programs and
whether people intend to stay at their place of employment. Rewarding and
recognizing employees is an important factor in retaining employees. The experiences
of Hotel Sofitel and the Fremont Hotel & Casino in developing successful employee
reward/recognition programs are discussed.
Although high employee turnover rates are typical in the hospitality industry, Jeanne
Bursch, director of human resources, Hotel Sofitel-Minnesota, reports her turnover
rate has drastically declined from 84% to 37%. She credits the company culture and
how it views employees for this turnaround. "If we treat our internal customers well,
they'll treat our external customers well and our business will be successful." Included
in this recipe for success is a $36,000 budget for employee rewards and recognition,
"which is more than what most companies set aside," she admits.
FROM FRANCS TO PRIME PARKING SPACES
The 25-year-old Bloomington, MN Hotel Sofitel always had employee recognition
programs, adds Bursch. "Being employee-focused is very important to this
organization and to every general manager I have worked with." The organization's
recognition programs range in scope, from the Sofitel Service Champions to
Department Appreciation Days.
The Sofitel Service Champions program is relatively inexpensive to monitor and easy
to participate in, notes Bursch. When an employee does something noteworthy, he or
she is presented with a paper resembling a French franc. If they get three francs, they
are entitled to a $35 gift certificate to one of Hotel Sofitel's restaurants. Upon
receiving seven francs, they can exchange them for dinner in one of the hotel's
restaurants or a $35 gift certificate to any area store or restaurant. When an employee
receives 10 francs, they're entitled to a day off with pay or a $50 gift certificate to any
store or restaurant. Employees are selected for the Service Champion award based on
weekly customer feedback, or when a manager or team member observes another
employee providing outstanding service.

Another successful recognition initiative is "Team Member of the Month." These

individuals are chosen from one of the department teams within the hotel (e.g.,
housekeeping, receiving, room service, accounting, the front office, etc.). Each
department director fills out a nomination form with the name of a team member who
is believed to have done something outstanding. For example, "Jane gave especially
quick service to a guest. Though extremely rushed, she was able to serve guests their
dinner within 10 minutes." Nominees who aren't chosen for that month remain
eligible for the next three months. The Team Member of the Month receives a $50
check, a special luncheon held in their honor in the employee cafeteria, a picture taken
with the general manager and their manager that is placed in a display case, and a
specially designated parking spot. "Next to the $50, the parking spot probably is the
most attractive incentive," interjects Bursch. "In fact, if someone else takes that space,
we promptly hear about it."
The monthly winners, as well as nominees, are tracked throughout the year and
become eligible for the Team Member of the Year award, for which the winner
receives either $500 or a trip to one of the other Sofitel Hotels in North America.

Inge Van Halst(Feb/Mar 2003) says that communication initiative was created to
instill a recognition mindset among employees, after the 1999 results of an employee
opinion survey at Dow Hydrocarbons & Energy (HC&E) showed a lack of awareness
of who was being recognized and for what. To promote the project's global impact
while maintaining local and personal flexibility, an overarching branding concept was
developed that reinforced HC&E's commitment to recognition. Personal initiative was
encouraged by positioning Bravo! as everyone's responsibility. Since initial
implementation in January 2001, the Bravo! initiative has achieved positive
qualitative and quantitative results, with survey scores on employee recognition rising
as much as 18% at some locations.

Acknowledging that recognition exists "in the eye of the beholder," the
communication team took a holistic approach to encompass everything from a
heartfelt "thank you!" to formal awards. To promote the project's global impact while

maintaining local and personal flexibility, an overarching branding concept was

developed that reinforced HC&E's commitment to recognition.
Bravo! was chosen as the logo for its immediate communication value that crosses
language barriers. A distinctive orange and yellow color scheme added consistency to
the program and strengthened the visual emphasis of materials while conveying an
emotional appeal. The tools were developed to catch attention, to be innovative and
fun, while allowing people to personalize recognition.
The formal award token, the "Bravissimo," represents an atom-a symbol specifically
relevant to the nature of Dow's hydrocarbon business. Each award "atom" goes on a
local molecule display and is tracked online.
The communication plan integrated print materials and physical displays with the
online environment. Every tool has an online complement: recognition items arrive at
employees' desks and can be ordered on the company web site; people can choose to
send colleagues a Bravo! postcard or an e-card; they can follow the progress of a
Bravo! molecule on the factory floor or online.
To build the momentum necessary to create lasting awareness and stimulate employee
engagement, the program was implemented in stages.
Pilot workshops were conducted in manufacturing sites around the world to collect
and incorporate feedback from operators to plant managers.
The project was officially launched with a brochure that captured stories gathered at
the workshops. Employees saw that the Bravo! principles were deeply grounded in
the business culture; they recognized their own concerns and beliefs and supported the
concept.
Branded items such as note pads, pens, gift tags and postcards was sent to employees
to encourage participation. The kits are replenished throughout the year and are
complemented with Bravo! e-cards and a Bravo! calendar with tear-off postcards. A
quarterly Bravo! newsletter shares tips for using the tools effectively as well as other
recognition ideas.