HRO Today Baker's Best 2016 - 24

TOP RECOGNITION PROVIDERS
the values or where they performed above and beyond
what was expected of them, " says Chief People Officer at
JetBlue, Joanna Geraghty.
The forward-thinking airline partnered with Globoforce
to create their Lift Program, an approach that directly
links recognition to their company values of safety,
caring, integrity, fun, and passion. This is helping
retain high performers who are recognized for their
accomplishments. JetBlue's recognition program Lift
allows both peer-to-peer recognition and mobile
recognition.
" When crewmembers are inspired, they can nominate
peers for awards with messages of thanks that can be
accompanied by rewards (redeemable for a choice of gift
cards). These rewards can then be turned into memorable
experiences or items from favorite retailers, transforming
recognition moments turn into lasting memories linked
to employee achievements and company values, " says
Geraghty.
Within three months after integrating Lift, an internal
monthly JetBlue survey revealed an 88 percent increase
in crewmember satisfaction from the rewards and
recognition they receive for demonstrating positive
behaviors.
Tying rewards to company values is an effective way for
organizations to recognize employees while promoting
their culture. What are some other success approaches?
1. Make sure the rewards are meaningful. " Rewarding
a non-coffee drinking employee with a Starbucks
gift card? Not going to motivate them. Empowering
employees to choose their own reward will result in
a meaningful and motivating experience and will
ensure you're optimizing your investment in rewards
and talent, " says Lochner. Throwing irrelevant prizes
at top performers is not necessarily going to help.
There is no cookie-cutter approach for what the most
meaningful reward is since it's a personal preference.
Giving employees options can solve that problem.
Peter W. Hart, CEO of Rideau, emphasizes that the
recognition needs to be individualized for it to be
successful. " Know the individual, know how they
want to be recognized in the workplace, " he says. " Is
it public recognition they're looking for? Is it private
recognition that they're looking for? Is it just the
actual reward? "
[24]
BAKER'S BEST 2016 - www.hrotoday.com
2. Don't let a high performer pass by unnoticed. " While
some high performers in your company might stand
out, others may fly under the radar, " says Mosley. " It's
hard to know who employees help and influence on
a daily basis, so it's necessary to use crowdsourced
recognition data to map employees' interactions
outside of formal channels. " Tracking employee
interactions and peer-to-peer recognition reveal
organization influencers.
3. Find ways to incorporate results-driven recognition.
Motivate teams with some friendly competition with
an end goal in mind. " We've seen an increase in the
competition-based software directed primarily at sales
teams to maintain employee motivation and drive
results, " says Lochner. Programs like the Achievers'
Results Driver intuitively launches sales campaigns,
showcases progress, tracks and automatically rewards
results, and analyzes success to improve future
campaigns. With recognition programs directly
endorsing results, employees will be motivated to
keep up with the game.
4. Listen to the people. Measuring data around
employee engagement can be challenging, but
recognition programs are innately delivering data.
" Quickly fading are the days of annual engagement
surveys, a practice that is too infrequent to maintain
and track engagement, " says Lochner. Early adopters
can leverage recognition programs that collect
feedback and employee input. " [This allows] the
company to motivate high-performers by quickly
responding to concerns or red flags. "
5. Learn what they are doing right. The O.C. Tanner
Institute recently conducted a study involving 1.7
million people across all industries positions, and
pay-grades, examining high-performance work. The
research found that high-performing workers and
their counterparts are not that different in terms of
traits-and they do not even work harder or longer.
" Instead, they share common activities, which means
that they do things differently than their co-workers, "
says David Sturt, executive vice president of O.C.
Tanner Institute.
" What we found is that there are five activities that
'high-performers' do to drive unexpectedly higher
results, outcomes that make such a difference that they
are rewarded for their performance, " says Sturt.
http://www.hrotoday.com
HRO Today Baker's Best 2016

Table of Contents for the Digital Edition of HRO Today Baker's Best 2016
