1001 Ways to Reward Employees
Low-cost ideas, proven strategies, best practices, group activities
by Bob Nelson
“Pretend that every single person you meet has a sign around his or her neck that says, ‘Make me feel important.’”
- Mary Kay Ash, Founder, Mary Kay, Inc.
Top five motivating techniques reported by employees:
1.The manager personally congratulates employees who do a good job.
2.The manager writes personal notes about good performance.
3.The organization us performance as the basis for promotion.
4.The manager publicly recognizes employees for good performance.
5.The manager holds morale-building meetings to celebrate success.
Principles of Recognition
Principle 1: Emphasize success rather than failure.
Principle 2: Deliver recognition in an open and publicized way.
Principle 3:Deliver recognition in a personal and honest manner. Avoid recognition that is too “slick” or overproduced.
Principle 4: Tailor your recognition to the unique needs of the people involved.
Principle 5: Timing is crucial. Reward contribution clo to the time an achievement is realized. Time delays weaken the impact of most rewards.
Principle 6: Be sure people understand why they receive recognition and the criteria ud to determi
ne it. Principle 7: Recognize people who recognize others for doing what is best for the organization.
I. DAY-TO-DAY RECOGNITION
Personal Prai and Recognition
Prai is generally considered the most important form of recognition.
The author surveyed 2500 doctors, asking them to rate themlves on this statement: “I let my employees know when they are doing a good job.” The average respon was 4.4 out of 5. When he surveyed their staff members on this statement: “The doctor lets me know when I’m doing a good job,” the average respon dropped to 1.7 out of 5. This indicated that there is a feedback gap. The difference between the amount of prai that managers say they give and what employees say they get is often the underlying cau of employee rentment, diminished productivity, and turnover.
A systematic focus on the positives rves as a foundation and buffer to negative challenges. Consider how the ideas might fit into your day and into your style.
Place five coins in one of your pockets each day. During the day, transfer a coin to the other pocket every time you recognize an employee for good work.
Remind yourlf to recognize others by listing your employees’ names on your to-do list each week. Cross the name off the list once you’ve has a chance to acknowledge that person for some aspect of his/her behaviour or performance.
Keep a “talk-to” list to remind yourlf that just talking really matters.
Go to each employee to e what went well for them that day or week. This reinforces good news and charges employees up to do their best.
If you find it easier to give criticism than to compliment, keep this in mind: People who feel unappreciated tend to rent criticism and ignore the advice they are given.
Put yourlf on a quota of three thank you’s a day.
Written Prai and Recognition
One organization decided to stop focusing on the small number of people who do not conform to their expectations and to start focusing, recognizing and rewarding the 95 percent who are doing good work. It took four years to ingrain this philosophy, but a systematic focus on their recognition practices has clearly made them an employer of choice.big apple
Send thank-you notes to employees’ homes when they do outstanding work.
At the end of each year, write an individual letter to each of your employees, highlighting their performance that you were most proud of over the past year. This takes less time than you think and is more significant than you can imagine.
Develop a peer recognition program. For example, one organization us an Appreciation/Recognition Form which teammates complete when they obrve someone exhibiting the behaviours that the organization values. The are deposited in a box throughout the month. At every monthly team meeting, all the certificates are read aloud.
Another organization us “Steady as a Rock” note cards shaped in the image of a rock, as well as pass-around rocks, to recognize behind-the-scenes daily performance by co-workers.
A welcome note to a new employee reads: “At the end of some days you’ll feel elated; after some you’ll feel
completely drained; but may you always leave your office knowing you contributed to our organization.”
Write personal notes to employees who have anniversaries with your organization.
Electronic Prai and Recognition
Get to know people before you communicate electronically. All rapport comes from shared experiences. Trust and respect are difficult to establish through the exclusive u of electronic exchanges.
Leave “Thank you” voice mails. (Keep the messages 100 percent positive and avoid rolling them over into work problems or additional assignments.)
One company nt around an email asking everyone to applaud the great efforts of the custodial staff at 10:00 one morning. The members of the organization work throughout the building and are rarely in one place at the same time, so this was a terrific way for each staff member to receive the benefit of the prai at exactly the same time and in the same way.
Public Prai and Recognition
“If people believe in themlves, it’s amazing what they can accomplish.”
- Sam Walton, founder, Wal-Mart
Place a yellow rubber ducky on the desk of the person who did a great job the day before. The person who receives it decides who gets it the next day.
Post positive comments from customers.
Dedicate a report or project to your employees and list their names for all to e.
Post a group photograph to reinforce that each person is valuable.
Publish outstanding efforts in a regular newsletter.
II. INFORMAL INTANGIBLE RECOGNITION厚地
“Simply asking for employee involvement is motivational in itlf.”
- Gerard Graham, management professor
Involve people in tting goals, giving them a choice of work assignments, being accessible to them when they most need you, and supporting them when they make a mistake.
Have an employee attend a meeting on your behalf. Position it as a form of recognition and an oppo
rtunity for learning and gaining visibility. This can be extremely motivating.
Information, Support and Involvement
“Involving individuals in the business is the most effective way to produce an organization
in which people know more, care more, and do the right things.”
无辜眼妆
- Edward Lawler III, University of Southern California
Feeling “in” on things helps people feel like a valued member of the team and helps them better perform their responsibilities. When the information is communicated in a personal and timely manner, the experience is even more highly valued.
According to a Gallup survey, 61% of respondents agreed that having input in company decisions was more important than a share in the ownership of the company.
To improve the morale of its drivers, who feel “out of things” becau they are often off-site, Barr-Nunn
Transportation publishes a newsletter and hands out a castte tape with industry and company news,
information on benefits, and personalized messages, such as birthday announcements. Since starting this, the company has experienced a 35 percent reduction in turnover.
“Try to find what it is in each suggestion that has worth.
Each suggestion and the reaction to each suggestion can build trust.”
- Shoichiro Toyodo, President, Toyota Motor Co.
Autonomy and Authority
One of the top motivators for employees is to be allowed to decide how best to do the work.
Autonomy and authority create the foundation of trust and respect and a n of independence and freedom to add their own imprint to their work. This freedom fosters employee creativity, resourcefulness, and best efforts.
翻译软件推荐gum是什么意思
To tap into the wellspring of potential every employee has to offer, you need to give workers more room and encourage them to take responsibility and recognize them when they do. Granting autonomy necessitates being clear with employees about the results that you expect, yet open and flexible about how tho results can be achieved. Authority is granting the power to act on behalf of yourlf and the organization, whether it is committing resources or making a promi to a client. Both autonomy and authority can be nurtured over time with each assignment or decision in your working relationship.
American Express teaches managers a concept it calls “label and link” when delegating work. Managers “label” what they are doing by talking about the assignment, its importance, and why they think the employee would be a good choice to do the work, and then “link” the assignment to something that they believe is important to the employee, i.e. visibility, future career options.
Put employee work groups in charge of their own scheduling.
Team up groups on problem-solving task forces.
Have employees chair meetings.
Arrange for employees to contact key customers to build relationships and help solve problems.
Encourage employees to “stop production” if quality is not up to standard or if concerns ari within the group.
Arrange for staff members to visit vendor or client facilities to learn more about their operations.
Have employees participate in customer prentations.
“Until we believe that the expert in any job is the person performing it,
we shall forever limit the potential of that person.”
- Rene McPherson, CEO, Dana Corp.
Flexible Work Hours
Employees ranked the following as very or extremely important to them:
“employee is allowed to leave work early when necessary” (85%)
“manager allows an employee flexible hours” (79%)
“employee is allowed time off for extra hours worked” (66%)
Focus on the outcomes of the work and less on the scheduling of hours (keeping in mind any regulations
bought
stipulated in applicable collective agreements and employment handbooks).
Consider which positions in your department are suitable for telecommuting.
Learning and Career Development
“It’s wrong if you don’t give employees the tools to succeed, then punish them when they fail.”
- Steven Kerr, Chief Learning Officer, The Goldman Sachs Group
Employees ranked the following as very or extremely important to them:
说话没底气
“manager supports employee in learning new skills” (90%)blissful
“manager discuss career options with employee” (81%)
“employee is allowed a learning activity” (79%)
“manager discuss learning after completed projects” (66%)
Training rves to reinforce desired behaviours and helps individuals gain skills to improve their marketability.
High achievers’ responsibility and visibility can easily be incread:
Assign them to train others.
Send them on an advanced training class.
Have them rve as a liaison with your clients or an advisor to other departments.
Ask them to write an article explaining some aspect of your business. Everyone will know who they are and
respect them for their knowledge.
Nissan has a “Pay for Versatility” program where the more jobs a person can perform the more that employee gets paid.
Encourage people to ek additional responsibility.
Help individuals plan their career destinations and u the organization to reach their goals. Learning, striving people are happy people and good workers.
Set aside time for employees to learn about different aspects of the organization.
Manager Availability and Time
darling是什么意思Employees ranked the following as very or extremely important to them:
“manager is available to address questions/concerns” (90%)
“manager takes time to get to know employee” (68%)
Proximity makes communication and access to top management easier for employees and makes them feel supported.
At the Scooter Score, the CEO started the “Gossip Game” at large staff meetings, where employees
get a small gift for telling everyone a rumour they heard around the office. This gives him the opportunity to personally respond to rumours in a candid, honest way in front of the entire company.
澳大利亚百年洪水
