Building a recognition program that drives the desired behaviors and outcomes requires a few key steps to assure that all the effort is not lost due to not following a few simple "pre-launch" efforts. In this session Dalton & Carrithers will share a check list of steps and actions that every successful member recognition program needs to go through and make sure has been thought out. Many programs fail because they do not take the up front time to plan out and understand the desired result and out come – taking into account the tried and true formula of understanding the "Do this get that" and "what gets rewarded gets done" models. How to chose the right rewards and motivations to drive results, etc.

1. Begin With The End In Mind
By:
Jeff Dalton - Paramax &
David Carrithers Affinity Center International
April 27, 2012 3:00 PM to 4:00 PM
Member Recognition

2. “The moment people in an organization are
recognized, they will act to get recognition. The
moment they realize that the organization rewards
for the right behavior, they will accept it.” Peter
Drucker - WSJ

3. Goal Of Session
• What drives successful employee programs
• Clear understanding of a few key steps
• Sharing on what works and what doesn’t
• How to start your thinking & why
• A little effort up front has huge payoff
• Change is the only constant

8. Basics Of Motivation
 Positive, Immediate and Certain
 Change requires a motivator - what gets rewarded
gets done
 Award needs to have meaning and be beyond the
living basics
 Focus on moving the 80% on the Bell Curve of an
organization to the right 5% to 10%
 A good program needs communications, program
administration and the right awards
 Employee programs need to take into account the
full potential earnings and desired behaviors
8

9. Basics Of Motivation
 Cash is limited in promotion value, long-term
remembrance and excitement
 The best programs reward the whole chain -
employee, channel and customers
 Make sure the reward is truly a reward.
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10. Maslow’s Hierarchy of Needs
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 Move beyond the basics
 Tap into the psychic
 Reward the complete person
 People want to feel recognized

11. The Behavioral Model
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 What gets rewarded gets done
 Identify the desired behavior modification
 Communicate the desired state
 What gets tracked gets repeated
 Reward the outcome
Do This
Get That!

12. The Bell Curve
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 Focus on the middle 80%
 Move the organization 5% to
10% to the right
 Top performers will always
perform
 Turn those just below the top
into top performers

13. Employee Program Background
13
Types of Programs:
 Attendance
 Suggestion
 Quality
 Safety
 Service Anniversary
 Employee/Sales Referrals
 Honor & Recognition
 Productivity
 Teambuilding
 Customer Service
 Gift
 Training/Certification
 Consolidated “Umbrella”
Participants:
 Tend to be non sales,
such as production and
service
 Safety focuses on
drivers, service repair
personnel, &
manufacturing plant
employees

14. Employee Program Background
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Target Industries:
 Manufacturing
 Utilities
 Telecommunications
 Healthcare
 Financial
 Automotive
 Service
Typical Owners Of Programs:
 Human Resources or
 Personnel Director
 Quality Officer
 Director of Safety, Loss Prevention
 General Manager, Manufacturing Plant
Program Length:
 Longer-term up to 1 year
(w/ monthly/quarterly
payouts)
 Lends to yearly renewals
Average Payout:
 Smaller payout than sales
programs
 $200-$300/year for single
programs

15. Keep
In Mind
• Reward is not
compensation
• Under paid cannot be
fixed with a reward
program
• Cash can be part of
program mix but no
more than 20%
Surveyed 1,000 people
and asked “Have you
ever received a cash
reward from your
employer and if so what
did you do with the
cash?”

16. Rewards Are
Key!
• Do you truly understand
your employee base and
what motivates them?
• Get beyond “I want
cash” mentality to what
they want to gain access
to what truly motives
the employee
• Liberate the award
earner – give them
choice
Surveyed 1,000 employees
on rewards

17. Works?
Doesn’t
•One size fits all rewards
•Complicated rules
•Manual tracking
programs
•One program at a time
focused
•Doing too much with too
little
Does
• Offering reward choice
• Mixing recognition with
incentives
• The whole organization
into the program (peer
to peer, cost savings,
top performer, etc.)
• A program not a one
time event

18. What is a Recognition
System?
 A Web Portal
 Provides managers and employees the
opportunity to send accolades, thank- you’s,
acknowledgments & appreciation to each other
 Provides information to all employees in all
aspects of the Recognition Program
 Provides 2 way communication with
management with survey and quiz/training tools
 Provides an awards catalog for tangible awards
What Is A Recognition System?

20. Check List
 Do a review and analysis of all programs/efforts for
past three years – what’s worked/ not worked
 Survey employees to find out what motivates them
(beyond cash) and be honest with yourself
 Do you have a platform for your program that makes
it easy on you and the organization to motivate
behavior
 Clearly define the behavior(s) you want to see and is
the program driving these results and is this clear to
the employee

21. Key Program Development Thinking
Ease of understanding – what is the behavior
Ease of redemption
Earning reward in a reasonable time frame
Do you understand what motivates your
employees
Is the reward befitting of the behavior change
More than rewards - recognition

22. Thank You!
Jeff Dalton, CEO
Paramax
http://www.pmx.com
732 224 1048 Ext 18
jdalton@pmx.com
David Carrithers, President
Affinity Center International
www.AffinityCenter.com
707-484-3620
david.carrithers@affinitycenter.com