recognition toolkit for leaders

7/29/2019 Recognition Toolkit for Leaders

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Leader Toolkit for

Employee Recognition1


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Purpose of this Toolkit

Defines types of recognition, examples and GM best

practices

Complements any current local recognitionpractices

Provides thought starters for those still learning how tocreate an environment of recognition

Aligns with Commitment and AccountabilityPartnership leader expectations

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Day-to-DayRecognition

What is it?

Personal

Written

Public

Examples

IntangibleRecognition

What is it?

Information

Empowerment

Flexibility

Learning

Accessibility Examples

TangibleRecognition

What is it?

Examples

IntroductionBasic Principles

CAP Thought Starters

Best Practices

Resources 3

Recognition Toolkit Outline


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Introduction

For recognition to be most effective it needs to betailored to the individual/team that will be receiving

it. When determining your methods for recognition,keep the following things in mind:

Culturesome ideas in this toolkit will be moreeffective in some cultures vs. others

Appropriatebalance the type of recognitionyou plan to give with the level of contributionand/or behavior you are trying to encourage

Connectto observable, positive behavior,performance or contribution

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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 assoon as possible after the desired behavior or achievement

Visible: Consider providing recognition in a public forumand/or providing a symbol of recognition, e.g. e-mail,

virtual thank you card, post-it-notes with stars, hand madecertificate, etc.

Specific: Customize the recognition to the significance ofthe 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 trulydeserved

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Day-to-Day Recognition

A gap often exists between the amount ofrecognition managers think they give and whatemployees perceive

The most important type of recognition occurs on aday-to-day basis rather than waiting for a specialevent

The best recognition is always timely, specific andsincere

Face-to-Face recognition is ideal, only use

technology if it will enhance the recognition or insituations where you and your employee aregeographically separated, i.e. leader is in anothercountry

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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 customerservice, 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 oftechnology 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 8


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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, likeeducational 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

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Informal recognition that goes beyond justproviding praise

Is a great source of motivation foremployees

Underscores a relationship of trust andrespect

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

Intangible Recognition


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Information, Support andInvolvement

Employees place a high value on getting informationabout their jobs, their performance, how thecompany is doing & their role in helping thecompany 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 11


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Empowerment

This form of recognition fosters creativity and

resourcefulness Be clear about the results you expect, yet open andflexible about how results can be achieved

Is a developmental concept, nurtured over time witheach 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 atleadership meetings

Take time to share your personal stories about what it means

to you to work for GM, encourage your employees to do the

samecreating 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 yetinvite 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

productsorganize 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 presentation14


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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 howyou 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 somemoneyFocus should be on group recognition, i.e.

appreciation day, family open house, etc.,rather than individual awardsRemember the current business climateTangible rewards should be on an

exception basis and in line with any existingprograms

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CAP Conversation ThoughtStarters

How have you used recognition to support buildingyour team?

What are some specific examples?

What are you doing to hold your leaders accountablefor driving a culture of recognition?

What could you be doing more of/less of to createthat culture of recognition?

What could I be doing more of/less of to create aculture of recognition?

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ResourcesNelson, 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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http://www.nelson-motivation.com/http://www.recognition.org/http://gmgms.com/http://www.globoforce.com/http://www.baudville.com/http://www.baudville.com/http://www.globoforce.com/http://gmgms.com/http://www.recognition.org/http://www.nelson-motivation.com/http://www.nelson-motivation.com/http://www.nelson-motivation.com/

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