Leader Toolkit for Employee Recognition

Purpose of this Toolkit

Defines types of recognition, examples and GM best practices

Complements any current local recognition practices

Provides thought starters for those still learning how to create an environment of recognition Aligns with Commitment and Accountability Partnership leader expectations

Recognition Toolkit Outline

Introduction Basic Principles
Day-to-Day Recognition
What is it? Personal Written Public Examples

Intangible Recognition
What is it? Information Empowerment Flexibility Learning Accessibility Examples

Tangible Recognition
What is it? Examples

CAP Thought Starters Best Practices Resources

Introduction
For recognition to be most effective it needs to be tailored to the individual/team that will be receiving it. When determining your methods for recognition, keep the following things in mind: Culture some ideas in this toolkit will be more effective in some cultures vs. others Appropriate balance the type of recognition you plan to give with the level of contribution and/or behavior you are trying to encourage Connect to observable, positive behavior, performance or contribution

Basic Principles
Simple: As a leader, it will be your responsibility to determine what works best for your team/organization Timely: To be effective, recognition needs to be given as soon as possible after the desired behavior or achievement Visible: Consider providing recognition in a public forum and/or providing a symbol of recognition, e.g. e-mail, virtual thank you card, post-it-notes with stars, hand made certificate, etc. Specific: Customize the recognition to the significance of the achievement, link recognition to business objectives, accountability and/or people leader elements from CAP

Sincere: Only given when you really mean it and it is truly deserved

Day-to-Day Recognition
A gap often exists between the amount of recognition managers think they give and what employees perceive The most important type of recognition occurs on a day-to-day basis rather than waiting for a special event The best recognition is always timely, specific and sincere Face-to-Face recognition is ideal, only use technology if it will enhance the recognition or in situations where you and your employee are geographically separated, i.e. leader is in another country

Personal Praise
Simple to deliver Means the most to employees Is often overlooked by managers Examples:

Stop by an employees work area and ask them about projects they are working on rather than waiting for them to come to you Make it a habit to give employees your undivided attention, i.e. dont work on blackberry, dont take a call, etc. Task oriented? Make a list of your employees at the beginning of the week, cross names off the list when you have acknowledged someone for an aspect of their behavior or performance, i.e. demonstrating exceptional customer service, reaching a key milestone, demonstrating personal accountability Make a point of meeting one-on-one with each of your direct reports every month, in that meeting make recognition a standing agenda item
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Written Praise
Handwritten and personal means the most Important to know how to leverage technology in positive ways, be aware of the limitations of technology Is seen as a symbol that can be shared/displayed by the employee Examples:
Write out a thank you card to give to employees who do exceptional work or demonstrate personal accountability

Create a recognition certificate that an employee can post in their work station Ask your boss to pen a note of recognition for an employee contribution. Recognition that comes from higher in the organization is often a powerful motivator and reinforces to the employee that the organization is aware of their contributions If you are sending a cross functional note of recognition, copy the employees supervisor so they are aware of the contribution
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Public Praise
Considered to be a positive form of recognition Needs to be valued by the employee/culture Remember to be timely and specific Examples:

Make recognition a standing agenda item in your staff meetings Recognize things that are not directly work related, like educational accomplishments, training to compete in an event like a marathon, community work, etc. Make recognition a part of your CAP discussion with each of your direct reports

Intangible Recognition
Informal recognition that goes beyond just providing praise Is a great source of motivation for employees

Underscores a relationship of trust and respect

Like day-to-day recognition, must be linked to a specific effort

Information, Support and Involvement

Employees place a high value on getting information about their jobs, their performance, how the company is doing & their role in helping the company succeed Examples:
Create a thought a day Lotus note message that you can send out to share relevant information about the business

Assign a mentor to new hires (or people new to the group) to help them with any questions they have Encourage lessons learned discussions at the completion of a major project, identify how to use those lessons in future projects Conduct learning sessions to provide broader business perspective for team members, invite colleagues from different parts of the business to come and share what they do and, if applicable, how your department can help them be successful
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Empowerment
This form of recognition fosters creativity and resourcefulness Be clear about the results you expect, yet open and flexible about how results can be achieved Is a developmental concept, nurtured over time with each assignment and decision Examples:
Encourage employees to take personal initiative and risk, There will be mistakes so create a safe and supportive environment to discuss and learn from them Ask employees for their opinions Have individuals directly responsible for the work present at leadership meetings Take time to share your personal stories about what it means to you to work for GM, encourage your employees to do the same creating an environment of pride in the workplace makes employees more willing to take risks
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Flexibility
This form of recognition is universally valued by employees Is intended to be used on an ad hoc basis Needs to align with local labor laws Is a powerful tool for achieving greater productivity Examples:
Provide an extra break in the day, better yet invite an employee to have coffee with you

Give spontaneous time off for a significant accomplishment Get comfortable with and encourage the use of telecommuting

Understand the relevant Flexible Hours work policy and where you can use it effectively with your team
Recognize perfect attendance (particularly helpful in the plant environment) with an extra half day off
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Learning & Development

Most development occurs on the job so there are ample opportunities to provide learning and development in most work environments

Examples:

Encourage employees to take e-learning modules available through GM Learning On-Line, set learning objectives, ask employees how they will apply the learning to their jobs/assignments
Take advantage of free webinars and local industry events , ask participants to report out at team meetings Send non-manufacturing employees to plant facilities to learn about manufacturing parts and/or vehicles and vice versa send plant employees to engineering, design, etc. to understand bigger picture Take time to engage employees in understanding our products organize a team meeting to take place in a different part of the organization and learn about what they do or have a product expert come to a team meeting and make a presentation
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Accessibility
Can range from an employees immediate supervisor to upper management to the CEO Includes elements like: available to answer questions, taking time to know your employees individually, spending time with your team members Examples:
Meet with your employees, informally, once a week to find out about the aspects of their jobs they are focused on and how you can help Invite your team (or rotate through sub-sets if the team is too large) to have lunch with you, ask them about themselves their interests, hobbies, ideas, etc. Walk through your area, department, plant so that people know you are there Establish open door hours when employees know they can stop by to discuss an issue or idea with you
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Tangible Recognition
Country dependent initiative Managing Directors will likely spend some money Focus should be on group recognition, i.e. appreciation day, family open house, etc., rather than individual awards Remember the current business climate Tangible rewards should be on an exception basis and in line with any existing programs

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CAP Conversation Thought Starters

How have you used recognition to support building your team? What are some specific examples? What are you doing to hold your leaders accountable for driving a culture of recognition? What could you be doing more of/less of to create that culture of recognition? What could I be doing more of/less of to create a culture of recognition?

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Resources
Nelson, Bob PhD. 1001 Ways to Reward Employees Nelson Motivation, Inc., www.nelson-motivation.com Recognition Professionals Intl., www.recognition.org GM do Brasil, Recognition System Best Practice GM St. Petersburg, Making a Difference Awards Opel/Vauxhall, Functional Recognition

GM-GMS, http://gmgms.com, Employee Recognition

Globoforce, www.globoforce.com Baudv!lle, The Place for Daily Recognition, www.baudville.com

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