Incentive - August 2008 - (Page 18) COVER STORY T h e F i v e Ti e r s o f A m g e n ’s Bravo! Program Tier I (Appreciation): An e-mail-based thank-you any employee can send to recognize colleagues for a great job through the Web-based Bravo! program. Tier II (Applause): A peer-to-peer recognition award given for an accomplishment above and beyond expectations. Message is accompanied by a $40 electronic gift card issued through Globoforce (a local standard of living index varies the actual award amount in different countries). No managerial approval is required. Mary Kennett headed up the launch of Amgen’s Bravo! recognition program, which succeeded in record time. Here, she talks about the program at Recognition Professionals International involves peer-to-peer recognition, not just top-down recognition by management. An engagement-targeted recognition program seeks to shift “the ability to reward discretionary effort to the employees,” Mosley says. “In many ways, sales incentives are completely independent of employee So what are engagement programs’ objectives? “An engaged employee performs better,” says Steve Church, the senior vice president and chief human resources development officer of Avnet, a distributor of computer and electronic components and a Globoforce client. “They stay longer and they’re your best “Amgen had a culture of recognition, but did not have the tools to recognize people on a global basis.” –Mary Kennett, Amgen recognition and engagement programs,” Mosley says. “Sales incentives are part of every company’s sales strategy, and always will be.” Recognition programs, on the other hand, “operate independently of sales incentives,” he adds. “They have different business objectives. They have no effect on sales incentives’ budgets.” recruiters. They go above and beyond. They perform better so the company performs better.” And as the company performs better, “there are more opportunities for advancement, [employees’] compensation is better, and there is a sense of winning, of succeeding in the marketplace,” Church adds. “What does that do? It builds of recognition in record time Amgen: A culture A $14.8 billion biotechnology firm with a strong research and manufacturing continued on page 20 Usually given to an individual rather than a team, this award comes with a substantially larger cash award (again, it is being transitioned to the Globoforce platform), for actions with the highest material impact on company performance. Highlevel nomination is required, and winners are selected by executive management and approved by the CEO. 18 | Incentive | August 2008 | incentivemag.com Photo Courtesy of Motivausa.com more engagement. If you think about it, it’s sort of a symbiotic relationship, and that’s what we’re trying to accomplish.” If that sounds like a difficult task for any company, try doing it at a multinational with offices spread around the globe—often with employees who speak different languages and even have different cultural sensitivities. In this article, Incentive will look at the employee engagement and recognition programs of two companies that have very little in common besides a global workforce and an executive team convinced that an engaged workforce is an invaluable asset. Tier III (Acclaim): Anyone can nominate an employee or team for this award level for above-andbeyond behavior that impacts a large group. The value ranges from $100 to $500, and an award wizard helps determine the appropriate value. A business leader must approve it. Tier IV (Accolade): This award tier uses a larger cash award for actions that have a functional impact on all company operations. It is being transitioned onto the Globoforce award platform. Executive-level approval is required. Tier V (Apex): http://Motivausa.com http://incentivemag.com
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