1 Strategic Recognition in Turbulent Times Michael Tatelbame Director, Recognition and Rewards RPI 12 th Annual Conference 2009 2 • 3,000 flights to 200 domestic and international locations a day • Hub locations: Los Angeles, San Francisco, Denver, Chicago and Washington, DC • 48,000 employees – 15,000 Flight Attendants – 6,500 Pilots – 17,000 Customer Service Agents • 6 union groups A Brief Overview of United 3 Recognition is one of United’s Total Rewards Strategies VP, Total Rewards Michael Tatelbame Director, Recognition and Rewards Jeff Hughes Creative Designer Jaci Charbonneau Recognition Assistant Open Consultant, Total Rewards Compensation Benefits 4 We are “Focused on 5” 5 • Leadership – Senior Alignment (top 250) – Transformation (middle and front-line) • Inclusion – Shared Operational Goals – Employee Idea Center • Recognition • Employee Communications • Enablement – Work environment, tools and technology Flagship Programs Recognition is a Flagship Program under CCR 6 Our Recognition Strategy In 2008, our recognition strategy was to design recognition programs: – aligned with enterprise, division, and local strategy and goals – linked to employees and customers – to enable our leaders to provide effective recognition – to drive employee pride
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Strategic Recognition in Turbulent Times
Michael Tatelbame
Director, Recognition and Rewards
RPI 12th Annual Conference 2009
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• 3,000 flights to 200 domestic and international locations a day
• Hub locations: Los Angeles, San Francisco, Denver, Chicago and Washington, DC
• 48,000 employees
– 15,000 Flight Attendants
– 6,500 Pilots
– 17,000 Customer Service Agents
• 6 union groups
A Brief Overview of United
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Recognition is one of United’sTotal Rewards Strategies
VP, Total Rewards
Michael Tatelbame
Director, Recognition and Rewards
Jeff Hughes
Creative Designer
Jaci Charbonneau
Recognition Assistant
Open
Consultant, Total Rewards
Compensation Benefits
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We are “Focused on 5”
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• Leadership
– Senior Alignment (top 250)
– Transformation (middle and front-line)
• Inclusion
– Shared Operational Goals
– Employee Idea Center
• Recognition
• Employee Communications
• Enablement
– Work environment, tools and technology
Flagship Programs
Recognition is a Flagship Program under CCR
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Our Recognition Strategy
In 2008, our recognition strategy was to design recognition programs:
– aligned with enterprise, division, and local strategy and goals
– linked to employees and customers
– to enable our leaders to provide effective recognition
– to drive employee pride
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2009: Link Recognition to the Focus on 5
In 2009, we are building to the foundation by:
– Aligning all of our recognition efforts around the Focus on 5
– Ensuring that the recognition programs:• Align employees with United’s success• Reinforce desired behaviors and outcomes• Demonstrate care and respect
– Focusing accountability: • Enterprise-level resources targeted to a few, critical programs
managed centrally. • Enhance tools, guidelines and resources provided to leaders to
allow for greater consistency while encouraging local creativity.
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Recognition is an investment!
Although the airline industry struggled in 2008 with the fuel crisis and in 2009 with declining demand, United views recognition as a smart investment in retaining our high performing employees.
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Funding
Enterprise Recognition:
� $1.5M to support enterprise-wide programs and the creation of tools and resources to enable leaders to locally recognize their employees.
Local Level:
� 2008: $20 per employee to reinforce desired outcomes and behaviors through employee recognition.
� 2009: $50 per employee at the local level.
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A look at some of our programs
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DOT Service Basics Courteous, Caring, Respectful
Safety
Focus on 5
A: 14:
Eligible employees earn up to $100/month based on United’s A: 14 performance.
STAR:
Station recognition for STAR performance.
Voice of the Customer:
Recognizing employees acknowledged by United’s customers.
Milestone Awards:
Recognizing employees celebrating 25 + years of service with a gift selection.
Military Leave:
Recognizing employees when embarking upon, and returning from, military service.
Safety Leadership:
Criteria-based safety recognition program.
Chairman’s Award:
Annual event to recognize United’s employees based on nomination criteria.
Officer Recognition:
Systematic approach for Officers to recognize employees on station visits.
2009 Employee Recognition:The Critical Few Programs Aligned with the Focus on 5
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Leader tools in support of $50 allocation/employee recognition
On-line Recognition Tool:� Every leader with direct reports expected to recognize at least one
employee/week using the on-line tool.� Leaders can order certificates, awards and gift options for employees
aligned with the Focus on 5. � Reporting and tracking the # of employees recognized by location, division
and core performance imperative.
United Branded Items/Recognition Toolkits:� Leaders with direct reports expected to recognize at least one
employee/day using a branded note card and/or a small United branded item.
Celebration Guidelines:� Leaders are expected to recognize all milestones with a celebration. � Quarterly celebrations held in recognition of attaining division goals and/or
successful results with the core performance imperatives.
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Recognition is Clearly Defined as a Leadership Responsibility
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Recognition defined in theLeadership Guiding Principles
• Recognizes Individual and Team Accomplishments
• Actively supports recognition programs
• Develops and implements recognition
Outstanding
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Leadership Training to Engage our Employees
2-day leadership training includes recognition module and hands-on practice using recognition toolbox
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Recognition Beyond 2009
• Recognition team moves to more of a consultative approach and less program design
• Formal review of programs and ROI
• Refinement and enhancement of programs
• Supporting leaders to engage employees through effective and meaningful recognition