Recognition Management and Maintenance. 2 Introduction Housekeeping items –Restroom locations –Breaks –Lunch –Cell phone use –Questions welcome –Balance.

Recognition Management and

Maintenance

2

Introduction

Housekeeping items–Restroom locations–Breaks–Lunch–Cell phone use

– Questions welcome– Balance between

content and sharing – “Parking lot” for

ideas

Introduction

Learning Objectives:– Define management components based on current needs.– Identify necessary key roles and responsibilities.– Define a Formal nomination and selection framework – Link budgeting industry standards to current organizational

practices.– List three key aspects for a successful Recognition Budget– Seek current tax data.– Identify current and desired tracking and reporting

capabilities based on success factors.– Determine program maintenance, change, or exit strategies.

Introduction

CRP Background– One of four certification courses– Facilitator led– Pass exam– Set common standards– Acquire skills and knowledge

Introduction

Activity– Successful programs– What would you do with an unlimited

budget?

Introduction

Agenda (2 breaks & lunch)

– Setting the Stage– Management Framework– Multi-faceted Management– Budgeting and Outsourcing– Maintenance– Summary– Study time– Exam

Introduction

Materials:– Models, – Worksheets,– Best Practices examples,– Article excerpts,– Progress Checks,– Reference and resource suggestions, and– Course evaluation (start NOW)

Setting the Stage

Learning Objectives– Name the Seven Best Practice

Standards– Describe the importance of alignment– Match the corresponding terms with the

acronym SIRAR

Setting the Stage

Setting the Stage

Primary Topics– General recognition program management– Communications– Training – Budgeting– Outsourcing– Events and Celebrations– Change and Flexibility - Maintenance

Setting the Stage

Setting the Stage

SIRAR– Strategy– Involvement– Resources– Accountability– Review

Management Framework

Section Learning Objectives– Identify the key elements to

manage/administer recognition– Outline general roles & responsibilities – Identify key steps to establishing

internal recognition networks– Define comparisons/differences to your

organization’s structure with other organizations


Management Components– Key elements– Roles and responsibilities– Cross-functional/multi-site networks


1. # of employees 44% - 1,000-19,999

46% - 20,000+

2. Centralized? 48% centralized

3. Recognition resource 37% full-time

4. Employee : resource Varied

5. Reporting function 50% to HR

6. General administration 59% from different functions


ActivityBrainstorm:– Titles– Responsibilities


2004 Job Analysis– Designing and Maintaining Strategy– Program Communications– Training– Events and Celebrations


Activity - Communications

Read through pages 16-18

Check YES or NO for your organization


Recognition Communications –

Planning and Logistics– Message– Audience– Method– Resources/responsibilities


Target Audience– Desired outcome– Issue– Strategy– Tactics– Timing– Measures– Responsibilities


Measurement

Put Employee Understanding/Support

Matrix here


Watson Wyatt StudyEffective Communications

• 26% total return to shareholders• 30% increase in market share

Practices with greatest impact• Driving managers’ commitment• Formal process• Clear line of sight


Watson Wyatt Study (cont.)Measurement is important

• Productivity• Behavior change• Achievement of business goals

www.watsonwyatt.com

http://www.watsonwyatt.com/


Activity– Pages 22-24 – survey results– Communications ideas– Check highlights in right-hand column

Best Practice or Best-in-Class recipient


Activity – Training Job Analysis

Read through page 25



Training ReviewADDIE model– Assessment– Design– Development– Implementation– Evaluation


Kirkpatrick’s Four Levels

LEVEL TITLE EXPLANATION1 Reaction How FEEL

2 Learning Increase in knowledge

3 Behavior Tools used

4 Results Impact on business


Seven Learning Styles


Activity - Training

Read through pages 29-31



Activity – Events Job Analysis

Read through page 32



Exercise – Roles and Responsibilities

Write down top 5 key responsibilities that could use greater focus within your organization


Strategy and Scope– The extent will largely be determined by

size and scope– Remember job analysis


Progress CheckTrue or False

1. 2004 Job Analysis identified dozen titles2. Communications plan – same message can be

communicated through same method3. High emotional commitment and low intellectual

are “loose cannons.”

Multiple Choice1. Which is NOT a “hard” measure:2. Correct order of Four Evaluation Levels:



1. 2004 Job Analysis identified dozen titles = F2. Communications plan – same message can be

communicated through same method = F3. High emotional commitment and low intellectual

are “loose cannons.” = T

Multiple Choice1. Which is NOT a “hard” measure: = A2. Correct order of Four Evaluation Levels: = C

Program Management

Section Learning Objectives– Map key program management

components to the three recognition dimensions

– Define potential additional resources to ensure success

– Name the five primary steps for a Formal recognition process

Program Management

Various Administration Locations– Sales (incentives, trips)– HR (service awards)– Individual Departments (informal)– Organizational or BU (formal)– Managers (day-to-day)

Program Management

Overall “audit”– Create synergy– Capture spend– Alignment– Negotiation– Measurement– Validation– Continuity– Other

Program Management

Activity– Pages 39-40 – survey results– Day-to-day and informal– Check highlights in right-hand column

Program Management

Cross-functional Networks1. Team mission

2. Project Plan

3. Team lead, champion, guidelines

4. Recognize!

Program Management

• More info coming

Program Management

Team Recruiting– Job enrichment experience with:

• Communications/marketing• Training• Coaching• Program design• Budgeting• Other

Program Management

Natural Team StagesAdjourning and Transforming

• Disbanding and celebrating accomplishments• Building on synergies

Performing• Competence and cohesion• Goal: Complete task

Norming• Fine-tuning stage• Goal: Shift focus to task completion

Storming• Honeymoon is over• Goal: Recognize need for cohesion and reestablish team goal

Forming• Start-up period• Goal: Become familiar with team's mission, process, and

members

Program Management

Labor Unions

45

NOMINATION

COMMITTEE REVIEW

NOMINATION FILED

2

1

No

SUPPORTING EVALUATION

S

SELECTIONRECOGNITION EVENTS &

AWARDS

3 4 5

Yes Yes

Program Management

Program Management

Activity– Pages 47-49 – survey results– Formal Process– Check highlights in right-hand column

Program Management

$1K-$3K $5K-$25K

None $1K-$5K

In-ScopeOut of Scope/Special

Project

Job Responsibility

Imp

act

Sig

nifi

can

t Im

pa

ctM

od

era

te

Imp

act

Program Management

Activity– Page 51 – survey results– Events and Celebrations– Check highlights in right-hand column

Program Management

Documentation– Nomination procedures– Selection process– Notification– Award selection– Taxes– Event planning guidelines– Tracking– Feedback


Progress Check

True or False1. Day-to-day usually centralized through HR

2. Cross-functional networks effective with large, multi-site organizations

3. Benefit is career development

Multiple Choice1. Which is closest to “storming”:

2. Optional step in formal selection:


Progress Check

True or False1. Day-to-day usually centralized through HR = F

2. Cross-functional networks effective with large, multi-site organizations = T

3. Benefit is career development = T

Multiple Choice1. Which is closest to “storming”: = D

2. Optional step in formal selection: = A

Budgeting and Outsourcing

Section Learning Objectives– Identify key components for budgeting– Seek tax-related information on the IRS

website– Follow a recommended supplier

selection process


General Budgeting ConceptsPurpose:– Ensure sufficient funds– Monitor and control expenses– Make confident financial decisions


General Characteristics– Realistic and achievable– Consider fixed and variable costs– Build in contingency– Regular reviews for possible

adjustments


Possible for items or cash given

Work closely with Accounting

www.irs.gov


What are you counting?– Truly a total?– Direct and indirect labor?– Training and communications?– Other?


Guidelines:– .005 - .03% of payroll (1/2 of 1% to 3%)– Amount per FTE ($100 - $150)– Benchmark – apples to apples– 2 - 3.8% of payroll


Checklist - Activity

– Look at the items on page 58.– Are there any other things you include

when budgeting?


Activity– Page 59-60 – survey results– Budgeting– Check highlights in right-hand column


Outsourcing Considerations

Cost advantage Culture fit

Skills, technology Impact

Low risk Strategic fit

Low cost


Selection Considerations


RFI– Smaller projects– General information– Qualify/disqualify– Components

• Project overview• Company background• Project requirements• Fees• How to respond


RFP– Bid or proposal invitation– Defines deliverables, etc.– Components:

• Same as RFI plus,• Organizational demographics• General reporting requirements• Decision criteria• References


Letter ofIntent

Decision

AllFactors

Visit

References

EvaluationScale

3-5Candidates


Weighted Point Evaluation– Criteria– Highest priority = highest points– By provider– By reviewer


Managing the Provider– Data collection– Metrics– Audits– Communications– Changes?– Transition


Activity– Page 66 – survey results– Outsourcing– Check highlights in right-hand column


Progress Check

True or False1. Three suppliers bid, ask for RFI

2. Could do benchmarking for budget

3. Day-to-day more cost effective to outsource

Multiple Choice1. Which is NOT an outsourcing consideration:

2. Which is part of selection process:


Progress Check

True or False1. Three suppliers bid, ask for RFI = F

2. Could do benchmarking for budget = T

3. Day-to-day more cost effective to outsource = F

Multiple Choice1. Which is NOT an outsourcing consideration: = B

2. Which is part of selection process: = B

Maintenance

Section Learning Objectives– Following this section, you will be able

to:– Define reporting tools and frequency– Build change and flexibility into your

programs

Maintenance

Change and Flexibility– Demonstrated flexibility (on-line vs.

print)– Described how changes determined

(feedback, etc.)– Adjust to fit organizational goals– Adjust to meet needs – individuals and

teams

Maintenance

Maintenance

Drivers– Organizational

change– Managerial change– Change in strategic

objectives– Lack of

participation

Tools– Surveys– Measurements– Dashboards– Feedback

Maintenance

Programmatic Life Cycle

Announcement Revitalization

Excitement Decline

Preparation Promotion Steady State

Maintenance

Steady State Input– Day-to-day

• Missed opportunities

• Untimely• Insincere• Public for private• Mixed messages• Unrewarding item

– Informal• Treating all the

same• Leaving some out• No input

Maintenance

Steady State Input (cont.)Formal

• Insufficient planning• Insufficient linkage• Rewards aren’t rewarding• One size doesn’t fit all• Loss of relevance

• Entitlement• Take-aways• Inappropriate• Zero-sum• Untimely

Maintenance

Possible Metrics– Satisfaction– Participation– Results – ROI

• Productivity• Quality• Cost savings• Etc.

Maintenance

Survey Considerations

Maintenance

Focus Groups

Maintenance

Activity– Page 75-76 – survey results– Maintenance– Check highlights in right-hand column

Maintenance

Sarbanes-Oxley (SOX)– More scrutiny of cash or noncash awards– Detailed documentation– Need measurable business purpose– Base on research-supported practices– Document– Track expenditures– Use experts

Maintenance


1. Beneficial to make adjustments to meet needs of individuals and teams

2. Merger is example of a change tool3. Focus groups are good for opinions and

specifics

Multiple Choice1. Which is last in sequence:2. Which is NOT an informal misstep:

Maintenance


1. Beneficial to make adjustments to meet needs of individuals and teams = T

2. Merger is example of a change tool = F3. Focus groups are good for opinions and

specifics = T

Multiple Choice1. Which is last in sequence: = D2. Which is NOT an informal misstep: = D

Overall Summary

Primary Topics– General recognition program management– Communications– Training – Budgeting– Outsourcing– Events and Celebrations– Change and Flexibility - Maintenance

Recognition Management and Maintenance. 2 Introduction Housekeeping items –Restroom locations –Breaks –Lunch –Cell phone use –Questions welcome –Balance.

Documents

recognition management

recognition programs

key steps

key aspects

current needs

necessary key roles

best practices examples

organizational practices