Recognition Toolkit for Leaders
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Transcript of 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/