HRO Today June 2015 - 34

Employee Recognition
wanted to be recognized for more moments where
they lived 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
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HRO TODAY MAGAZINE
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JUNE 2015
private recognition that they're looking for? Is it just
the actual reward? "
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 coworkers, "
says David Sturt, executive vice president
of O.C. Tanner Institute.

HRO Today June 2015

Table of Contents for the Digital Edition of HRO Today June 2015

HRO Today June 2015 - 1
HRO Today June 2015 - 2
HRO Today June 2015 - 3
HRO Today June 2015 - 4
HRO Today June 2015 - 5
HRO Today June 2015 - 6
HRO Today June 2015 - 7
HRO Today June 2015 - 8
HRO Today June 2015 - 9
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