Culture Summit 2019 - Recognition Techniques to Improve Team Dynamics
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In today's war for talent, company efforts to optimize the workplace are as strong as ever. In the search for new ideas and innovative approaches, organizations could be overlooking one of the most easily executed strategies: employee recognition. In any company, it's not uncommon for employees to feel that their best efforts are routinely ignored. Furthermore, employees who do not feel adequately recognized are twice as likely to quit in the following year. This element of engagement and performance might be one of the most significant missed opportunities for leaders and managers. In this presentation, Alex Powell, Director of US Client Services at Reward Gateway, will discuss the science behind recognition and how a few simple tweaks to your recognition program can significantly enhance team dynamics. Learn more at www.culturesummit.co
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Culture Summit 2019 - Recognition Techniques to Improve Team Dynamics
- 1. June 2019
- 10. Overwhelming evidence about what motivates humans at work 1948 Men Desire a Sense of Self-Expression to Feel Good About Their Work 1955 People Work to Fulfil a Purpose and Gain a Sense of Accomplishment 1957 When Personal Needs are Satisfied, Employee Turnover Goes Down 1962 Higher Self-Esteem Leads to Confidence and Better Overall Performance 1964 Rewards May Not Work the Way We Think They Do
- 11. Relationship Purpose Respect What people CRAVE at work
- 19. What actions do you want to see more of?
- 24. ©2018 by Gregg Lederman
Notas del editor
- Lets go on a journey together. On this journey: I’ll share with you three proven “cravings” employees at work have, that when fulfilled help them to become happier, more motivated and productive I’ll also share with you a simple and powerful habit YOU can deploy with a small investment of as little as 10 minutes each month. A habit… that when done well will help you become an even better leader at work. Transition to Make An Even Better Place to Work Everything we cover will be in the spirit of making “an even better place to work”… for YOU… and for those you work with. Is there anyone here who is not interested in making an even better place to work? NO HANDS UP…. Terrific… I’ve got the perfect audience who will all benefit from our time together
- Everything we cover will be in the spirit of making “an even better place to work”… for YOU… and for those you work with. Lets go on a journey together. On this journey: We will share with you three proven “cravings” employees at work have, that when fulfilled help them to become happier, more motivated and productive Alex will share some real life examples… of how leaders have been successful using techniques, tools and technology to provide employees “what they CRAVE Lastly, I’ll also share with you a simple and powerful habit YOU can deploy with a small investment of as little as 10 minutes each month. A habit… that when done well can help any leader become an even better leader at work. You are investing your time with us today. We don’t take this lightly…. We know your time is valuable… so the pressure is on us to make sure you walk away feeling as if this was a terrific learning experience.
- The goal is to bring your culture to life - every day!
- The goal is to bring your culture to life - every day!
- I told them…. You are not alone…. It appears that almost all organizations are investing In the past 5 years… spending on HR technology programs and initiatives for the purpose of trying to enhance motivation in the workplace is up more than 100%. Nearly 8 Billion spent last year. And guess. What… ITS NOT WORKING. Engagement continues to be flat…. So what is happening…. It appears that as the engagement industry gets bigger and bigger… it isn’t really getting better. There is a more effective and less expensive way!
- So what are the 2 questions we should be asking ourselves…. WHY the enormous gap? (Who’s to blame?) HOW to close it? I can tell you for sure who is not to blame? We can’t blame employees!!!! Leaders job is the create the environment where more people will tap into their personal motivation. Which means they (the leader) must understand what drives motivation in the workplace. As it turns out… the study of motivation is vast
- It’s time to stop ignoring the research. One more worth nothing – 1964 study Rewards – something so many companies and managers/leaders use to try and motivate people They ARE NOT effective In fact, it’s been found that they have the reverse effect – people start working for the reward. And when the carrot goes away…what happens???? They stop doing what you want them to do! (Is recognition a reward? Yes…but it’s fueling that intrinsic motivation – it’s not an external motivator - BRAIN SCIENCE!) OR For more than 80 years, social scientists, researchers and scholars have been studying motivation and job satisfaction in the workplace. They’ve been telling us what motivates humans! They’ve uncovered why some people are motivated and engaged and why some… are not. (CLICK) Personally I’ve poured over hundreds from the past 8 decades…. From the 1930’s to present day. After studying and digesting eighty plus years of research and nearly two decades of working alongside leaders on their quests to improve workplace culture…. It became evident that there are three things humans CRAVE at work…. (get your pens and pencils out… please write this down) There are three psychological needs that when employees get them, they become happier, more motivated contributors to their organizatins success. Quite simply, they become more ENGAGED! And now I’m going to walk you through each and every one…. JUST KIDDING… (we may have just lost 500 attendees)
- Secondary slide but we need the 3 points to be really simple – What people crave on the left and then boom boom boom – the concept
- At the end of our time, if you claim you complimentary copy of CRAVE…. You will get access to a handful of case studies that further prove that employee recognition done strategically can be a very powerful accelerator of the business results your organization cares most about. In a moment, I’ll introduce Alex Powell from our Reward Gateway team. And Alex will take you through a few examples of what we mean when we say making recognition “strategic”.
- Alternate: “Recognition helps employees repeat what they have done. It helps other people to see that they can do something similar to also get recognition.” - Adult Care Day Hab Manager
- Read slide SO…. It’s time to ask ourselves a very important question! Why the HECK aren’t more leaders leveraging the power of employee recognition to accelerate business results?????
- Read slide SO…. It’s time to ask ourselves a very important question! Why the HECK aren’t more leaders leveraging the power of employee recognition to accelerate business results?????
- My role is to work with our clients to embed recognition with their managers and employees – some of these are specific to particular companies and some are amalgamations of things I commonly see. A hard-working IT group wasn’t feeling respected outside their department. When they responded to requests, they were often met with terse responses and struggled to get the information they needed to fix things. The manager was proud of the work his team did, and often told them so, but the friction with other teams impacted morale and, sometimes, the attitude the team had in solving tickets.
- …and when writing or sharing recognition, was careful to highlight the impacts their planning and expertise provided in saving others time and preventing errors.
- This visibility into the hard work of the team made it more likely that others gave them the benefit of the doubt when problems arose. As the team felt more respected, collaboration increased, and the manager noticed his team was being more positive and creative in the solutions they suggested. The organization started to see a reduced time to resolve technology problems.
- The manager of a call center at a utility company struggled to get her team to consistently deliver a great customer experience during times of high volume or when customers were frustrated. She had a core team of solid performers, but hadn’t been successful in improving the performance of most on the team.
- The manager sat through a training on using recognition to drive results and tried a new strategy. She started by creating a blog post highlighting the value of Putting Customers First and the best practices that drive solid customer service in the middle of busy times.
- She then asked the group to follow-up the blog by sharing stories of when they and others performed these best practices to ensure customers had access to essential utilities. As the difference they are making is highlighted, as their manager makes it clear that their efforts will be noticed, it put a positive pressure on the reps to be proud of the work they do and deliver a more consistently great experience.
- Not everyone in the group is as strongly influenced by the recognition stories, but the combination of this clear expectation setting, acknowledging great work as it happens, and the occasional performance conversation has turned the tide and now more reps are delivering consistently great service, even in stressful times, and customer service scores have improved.
- A group of nurse managers noticed that, while it used to be a point of pride to leave the floor ready for the next shift, there seemed to be a sense of resentment built up between shifts that was leading to tasks being left unfinished or messes being left behind for the next group. While the nurses continued to be committed to patient care, they were less interested in helping their co-workers from other shifts.
- The managers refocused on asking nurses to recognize the great work they saw around them – behaviors like “if you see it, pick it up” and ”anticipating problems before they occur” – and to capture this in the social recognition wall. They highlighted examples of the hard work of nurses across all shifts on a recognition wall. Highlighting the positive started to balance out the negative feelings that had built up and this, along with consistent reminders to consider the following shift before leaving, started to improve relationships between the groups.
- As relationships improved the nurses natural compassion and care started extending more to their co-workers. When it was time for the semi-annual employee survey, managers were able to see their teamwork value scores rise in these areas. With the increased relationships in place, care plans were better communicated from shift to shift, less errors were reported, and turnover numbers improved. Given the competitive nature of health care roles in our current economy, we know that even small shifts in turnover shift can saved
- Read slide SO…. It’s time to ask ourselves a very important question! Why the HECK aren’t more leaders leveraging the power of employee recognition to accelerate business results?????