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Recognition in The Real World
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Recognize me! Why your organization needs a recognition program to stay ahead of the game.

Posted By Kathie Pugaczewski, RPI, Tuesday, November 13, 2018

Recognize me! Why your organization needs a recognition program to stay ahead of the game.

Recruitment and Retention. These two terms are at the top of the minds of most organizations these days. Workers of all skills levels and experience now have their pick of where they work, it is now up to prospective employers to set themselves apart from the competition and, not only recruit new employees but retain their current workforce. According to the research presented in the 2018 Trends in Global Employee Engagement report from AON, each of the three elements composing their engagement index improved across the globe: “Say,” which measures employee advocacy, went from 68 percent of employees a year ago to 70 percent this year. “Stay,” which measures the likelihood that employees will remain at their current employer, rose one point to 61 percent of employees. “Strive,” which assesses willingness to give extra effort, improved by two points to 64 percent.” It is clear that employees want to feel recognized for their contributions to the organization and seek out and stay at those organizations who provide this recognition.

With “Rewards & Recognition” topping the list of preferred engagement opportunities again this year, of which “recognition for contributions (beyond pay and benefits)” being a key factor in this ranking it is clear that recognition programs can make or break an organization’s workforce. The question then becomes, with such a larger number of employees reporting recognition being a high motivator for their work, how can your organization tap into this motivation and build a recognition program that not only lasts but impacts your culture.

As per RPI’s Certified Recognition Professionals program, there are 8 key steps to designing a program that is responsive and true to your organization culture.
  1. Create a centrally-managed and global program
    Make sure the program is a single program, not many small unrelated pieces. Make giving recognition quick and easy for all employees. It needs to be consistently branded across all platforms.

  1. Ensure accessibility of the program
    Empower your employees by creating a program that can be accessed by everyone, everywhere.

  1. Recognize most employees every year
    The best practice is to reach at least 80% of your employees annually (Gallup asks if each employee has been recognized in the past 7 days). It can be as simple as a thank-you email or shout-out in a meeting.

  1. Give consistent and ongoing feedback
    Frequency of recognition helps keep employees satisfied in their jobs. Be cautious though, recognition should not be a quota, instead should be authentic and based on employee performance.

  1. Be specific in your recognition
    On the topic of authenticity, most generations in the workforce now can route out inauthentic statements in half a second. While generalized statement may be easy for leadership to “plug and play”, they can cause more harm than good. Be as specific to the employee’s contribution as possible.

  1. Program should be accessible from all platforms
    95% of Americans own a mobile device of some sort, 77% of them are smartphones and it is estimated that by 2019 the total number of mobile users worldwide will surpass the 5 billion mark. Any recognition program you develop should be mobile friendly and accessible from any platform.

  1. Be proportional in local vs national/international awards
    Whether you are a local organization or international, any monetary awards should have equal value, regardless of location. Awards should be location appropriate and have the same lasting emotional impact regardless if the recipient is in Brazil or France.

  1. Make it social
    All of the awards should be visible to other employees to encourage peer-to-peer recognition and increase the impact of the award.


Well organized and thought out recognition programs not only help drive engagement, but can help your organization be up to 40% more profitable.


“Why Recognition? Organizations that give regular ‘thanks to their employees far outperform those that do not” Josh Bersin, founder of Bersin by Deloitte

Expand your knowledge, excel in your job and maximize your recognition program with RPI’s Certified Recognition Professional® (CRP) program.

Tags:  employee engagement  recognition strategy 

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Learn from the best, tips from MIT on building employee engagement

Posted By Kathie Pugaczewski, RPI, Monday, October 29, 2018

Each year, companies are spending almost $750 million per year on engagement. Companies know that creating an engaged culture is important, but the problem is that the spend is not being returned with only 50% of the potential market has been tapped, with only half of the organizations stating an interest in engagement programs actually investing.

So the question needs to be asked, how can you increase employee engagement and create a recognition culture within your organization?

In 2016, RPI awarded Massachusetts Institute of Technology, or MIT as it is better known as, the top award amongst recognition professionals, the RPI Best Practice Standards® Award. The institute began their award winning recognition program in 2001. Prior to this, the Institute was seen by staff as a “praise free zone”. So how in the span of 15 years did the Institute create a major internal cultural shift and build a recognition program that continues to grow? The answer lies within the seven RPI Best Practice Standards®.

Make it robust (Standard 1: Recognition Strategy)

By creating a robust recognition strategy, MIT was built a recognition program that has legs. A multi-tiered model approach, like the one used at the Institute, allows leaders and employees to provide rewards and recognition for all levels of behavior. As we know, recognition does not always have to mean a large ceremony every time an employee or coworker does something worthy of recognition. Instead, building daily “on the spot” awards into a program allows for flexibility and authenticity to the awards. Making the accomplishments measurable ends credibility to the program and removes questions of favoritism, a plague that we know can sink a recognition program in an instant.

Top Down Buy In (Standard 2: Management Responsibility)

To kick start their program, MIT tapped into their senior leaders and staff to be their program champions. From the start, they were included in the development and roll out of the program. Senior leaders and managers serve as key role models by encouraging attendance and presenting at the recognition events, and utilizing the program themselves. Often times, these leaders make up half or close to half all of the “on-the-spot” awards submitted and are frequent nominators for the larger awards.  

Train, Teach, and Train again (Standard 5: Recognition Training)

The MIT model does not only work because of it’s multi-tiered approach to recognition, but because at the start of their employment with MIT, staff are trained on the program. Throughout their careers, MIT provide staff with additional trainings on the program and ample opportunities to be involved in planning of the large year end event. There are articles and tools readily available to all staff and employees on the program and an intranet site dedicated solely to the program creating a single location for all program information.

The MIT Recognition program is a phenomenal example of a program that is built to last. These are only 3 of the key ways the MIT program has grown into an adaptable and award winning part of their culture.

Read more about MIT’s award

Learn more about the 7 best practices for building your recognition program and how you can become a certified recognition professional.

Tags:  employee engagement  employee recognition  employee retention  MIT  RPI 7 Best Practices 

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Quartet of RPI Members Honored by Incentive Magazine

Posted By Jess Myers, Ewald Consulting, Thursday, October 4, 2018

Ferguson, Green, Stark and Stern cited among industry’s most influential people

ST. PAUL, Minn. (October 1, 2018) – Four active and respected members of Recognition Professionals International have been named among the 25 Most Influential People in the Incentive Industry 2018 by Incentive Magazine. Tonda Ferguson, CRP, of Southwest Airlines, Ashlee Green, CRP, of Verizon Wireless, Kathy Stark, CRP, of RPI and Dan Stern of BAE Systems were all named to the magazine’s list of 25 individuals “who are shaping the rewards and recognition industry now.”

Ferguson, who has been with Southwest Airlines for 36 years, led the employee engagement team that created its company-wide recognition platform, and currently oversees Southwest’s employee engagement survey. She is the board secretary for RPI.

Green is an RPI board member and one of the planners of the 2019 RPI Conference which will be held in Atlanta in April. With Verizon she is moving to a new position overseeing employee incentives and recognition at the leading mobile service provider's customer service organization.

Stark, who leads the RPI board, has played a pivotal role in organization recently joining the Incentive Federation. She has been an important part of the reaccreditation of all of the RPI educational offerings, including the Certified Recognition Professional (CRP) designation.

Stern is the manager of Compensation Engagement Programs for BAE Systems, whose recognition program was a winner of RPI’s prestigious Best Practice Award®. The program, IMPACT, began in 2013 and has experienced at least 30 percent growth every year since then.

RPI congratulates all four on this well-deserved honor. Additional information is available at the RPI website: www.recognition.org.

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Building a Culture of Recognition

Posted By Amy Hurley CRP, Ohio State University Wexner Medical Center, Wednesday, September 26, 2018

In study after study on recognition, retention and staff engagement, we have learned that people commonly leave jobs not because of pay or where they park or the food in the cafeteria. They leave because they don’t feel appreciated.

In this time of low unemployment and more competition than ever to hire and retain the best and brightest, it’s logical that more and more employers are looking for ways to build a culture of appreciation, and they need to know what a useful strategy that recognition can be.

Some of it is pretty straightforward:

  • Staff members appreciate face-to-face contact.
  • They appreciate someone acknowledging them in a group.
  • They like seeing comments on walls, posted in common areas or the break room.
  • They like that acknowledgment and reinforcement that they’re doing a good job.

From the beginning, we instill that culture of appreciation and recognition in our people. My staff gets in front of people on their very first day of orientation. We are among the first people that talk to new employees. When people take on leadership roles, we are on that agenda too, making sure that those messages about our culture of employee recognition are heard right at the beginning when people enter our system.

This notion of constant reinforcement makes me think of a recent visit that I made to the Homeland Security website, when I was looking into how you can block phone solicitations. On their site they had a big, amazing banner that I wanted to emulate. It said, “If You See Something, Say Something.” I recall thinking that slogan should be the theme for recognition, not just Homeland Security, because that is how effective recognition works. If you see something good, acknowledge it, and because the timing is important, so do it right then.

In my workplace at the Ohio State University, it starts with the medical center placing a value on recognition tools and having a strong statement about our values, wanting to live them and being dedicated to reinforcing them for consistency’s sake. The medical center supports us as a department and we are very active in using our tools, which is of high importance. If you put tools out there and managers don’t use them, it sends a message that people are not valued and it’s not a big part of the culture.

Since not every tool is going to work for every workplace, people have to pick tools that are going to make sense in their organization. You can’t just pick up a complete toolkit and expect it to work in every setting. For example, our medical center has over 20,000 people in different sites, so we do have a business partner provider who provides a place that people can go for consistency. This allows people to do e-cards across the system to communicate.

One thing we consistently communicate and coach is the need for people to take the time and reach out, either by rounding or writing personal notes. To that end we had hundreds of notecards printed and they’re available any time anyone needs more. It is one way we try to remove obstacles to the personal encounters.

We try to represent the Ohio State brand with all of our tools. So for example, some of our nomination-based awards are tied to our values. We have a lot of pride in OSU, so there are many things we can build from that way, and we’ve found that things branded with OSU are hugely popular among our people, so that works here. We talk about the Buckeye Spirit and living the values of our organization. There are many things we tie together this way.

I don’t use the term consistency lightly.  When a manager vows to get better at recognition, they also need to take a vow of consistency. If they work on recognition for one or two days or try it out for a week and then quit, the next time something amazing happens with no recognition, a person will be hurt that they weren’t recognized. Consistency is vital.

As a leader of an organization, I believe that you have to emulate the behavior that you want to see from others. To create and maintain a strong culture of recognition, you have to work directly with front-line managers and the people who are going to be the positive enforcers of this. They are the people who will get the tools, and the effort will live or die right there, depending on whether or not the tools are used effectively. You can’t just give them tools and say, “Go!” You have to constantly coach and reinforce how to use them as well. Through efforts like leadership academy and ‘lunch-n-learn’ events, we share useful strategies and talk to them about their needs.

One of my favorite examples of an effective recognition tool is our Bravo Emergency Box. We are a big operation with several inpatient hospital units and someone may call us on a Friday afternoon, after a rough day, and ask us to do something for staff morale. The manager needs something on the spot in their hands immediately. With this in mind, we created the Bravo Emergency Box, which is filled with tchotchkes like sunglasses, stress balls, lip balm and lots of candy. We wrapped them up in what looks like crime scene tape. Each manager has one of these boxes in their office and if something good or bad happens, they can pull this box out in an emergency. All they need to do is tell us why they used it and they will get another box. Instead of a manager having to buy pizza out of their own pocket or something, they have this in their hands and it is brand-supported. It is a simple and easy thing we do.

We have done significant organizational coaching of our leaders, making sure they visit the second and third shifts to do rounding and make people know they are important. We have leaders who do rounds on holidays to let employees know they’re appreciated. It takes all of us to make this work. We also work to ensure that every member of the team, from top to bottom, is recognized for good work. There is no segregation of celebrations here. An award could go to one of our neurosurgeons, or to the person who removes scuff marks from the floors. They could get the same honor based on what they do, not comparing each other’s skills. We feel that shows the spirit that we are all one, and that is important because it takes all of is to make this work.

In contrast to the need for consistency in recognition, I see great value in variety when telling recognition stories. It is important to look at all the different ways we can communicate, and learn which communication tool is the right one to use for a particular message. You can’t effectively communicate everything across all platforms, because people tend to start seeing it as white noise and delete it. So we try to be strategic about what form of communication makes the most sense, and then we monitor the open rates of those different communication tools to see what is working. It’s not just one things that works every time, it’s a constant balancing act and we’re always trying to see what we need to do to get better and what we need to try next.

Taken all together, we like to think of what we do as the Buckeye Way of creating that culture of recognition.

# # #

Amy Hurley is the Faculty and Staff Recognition Program Director at The Ohio State University Wexner Medical Center in Columbus, Ohio. She is the RPI’s president-elect.

Tags:  culture  day to day recognition  health care employee engagement  peer to peer recognition  Recognition Strategy 

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10 Tips to Help Make Professional Training More Exciting

Posted By Rachel Niebeling, E Group, Inc., Tuesday, September 18, 2018

By Rachel Niebeling, CRP, E Group, Inc.

Professional. Development. Training. The mere thought can strike boredom in even the most academic of hearts.

“61% of workers said their employers are providing upskilling opportunities in the technical and soft skills of the future, only 50% said their employers provide career development opportunities that meet their needs and chances for advancement. (Access Perks)

Companies who boast engaged workers outperform those without engaged workers by 202%, according to a Dale Carnegie study. Clearly, training and learning opportunities at work are a pretty important factor. So how do we help cure the workforce of the “snoozefest” stigma associated with training? How can we possibly make professional training more exciting?

Fear not, training managers! Below, we share with you our proven tips to make professional training more exciting, thus driving employee engagement.

  1. Provide Variety
    Personalities learn and engage differently. With modern technology, it’s easy and affordable to offer a variety of training and learning opportunities at work. For example, a webinar led by a subject matter expert (SME) can be offered live for groups and individuals, and then can be archived for a self-paced learning experience later.
  2. Offer Clarity
    Learners need clear learning objectives shared prior to registration. This helps individuals decide if the topic is truly interesting or useful, as well as focused on specific learning objectives. Clarity also keeps presenters on track.
  3. Have a Good Team
    In order to make professional training exciting, you must deploy a team effort. You also must have the right team. GovLoop, a resource for public sector professionals, has put on hundreds of online trainings. They suggest having a moderator, an SME and backend support. It’s important to have an SME that’s a good facilitator who keeps the topic interesting. Humor and plain language are great tools!
  4. Facilitate Engagement in Training
    It’s important to create an emotional connection with the learner. Storytelling is a great way to facilitate engagement in training. Case studies are a great way to tell a story and show impact.
  5. Gamification
    Gamification is a #buzzword. There’s a reason the Twitterverse is abuzz with gamification… It works! There are many strategies to implement gamification, and it’s proven to work. Ask your current platform provider about their capability for gamification.
  6. Make it Interactive
    If gamification isn’t in the cards, find other ways to make professional training exciting. In an online training, try weaving in poll questions and sharing the results immediately. In a live training, call on people from the crowd. Also, always make sure to leave time for Q&A. Finally, get rid of the text heavy slides and add some graphics.
  7. Reduce the Time
    No one wants to sit through a full day of training, especially online. If you need more than an hour, break it down into shorter sessions and offer breaks. Make sure to leave 10-15 minutes in between each section.
  8. Make the Connection
    Make a connection between each training and job performance. Provide context and relevancy by choosing the right content. Employees need to know what to do after the training and how to connect it with their role. It’s important to define and communicate expectations and objectives.
  9. Get Managers Onboard
    In order to make the connection, manager support and participation is critical. According to a BizLibrary infographic, 49% of disengaged employees are due to problems with direct supervisors. Managers can support learning by encouraging participation and setting a good example. Managers should also seek results from trainings and give recognition.
  10. Community and recognition
    Use social and collaboration tools to build company culture around training. Social tools can help with relationship building, enhance information flow and promote the sharing of ideas. They also provide a platform for recognition both peer-to-peer and manager-to-employee.

    Bonus: Follow up for learning effectiveness. The best training in the world will be wasted if there is no follow up. Follow up with tip #8, make a connection with employee objectives.

Keep up the good work, training managers! Now that you have a few additional tricks to increase engagement during trainings, you can decide which ones to try during your training sessions.

About The Author
Rachel Niebeling, CRP, is Sr. Director, Training, Rewards & Engagement with E Group. She is dedicated to building best practice engagement programs and has a passion for making your work day better.

Tags:  career development  employee engagement  employee training 

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Peer to Peer Recognition Leads to Changing Behaviors and Builds Engagement

Posted By Sue Yoemans, Tuesday, September 18, 2018

By Susan Hall, CRP, Corporate Engagement and Community Development, Gateway Mortgage Group LLC

Susan Hall

Showing appreciation in the work place isn’t just for management to their employees. It’s important to recognize fellow co-workers who you feel go out of their way to help you or even observe helping others in some way.  Recognizing your co-workers sets the scene for building a culture of appreciation in the work place. It allows others to see how work life can be at your company.  A thank you note can go a long way as we know and why not share great things! It can become infectious. It builds confidence and engagement. Peer to Peer Recognition is one way your company can tell its story when it comes to creating a positive environment and strengthening culture.

4 Ideas to Start Peer to Peer Recognition Today:

  1. Shout out boards
    Shout Out Board Shout Out Board Comment
    This is an informal program that we have created and we have one on every floor in our building. Once the boards are full, we do a random drawing and give away movie tickets. Although we do not promote the prize, it is fun to do a random drawing and the employees do not expect it. We created note cards with thank you phrases on card stock and change them out when we run out. We even created a fun video to announce the program, the winners and read the cards out loud. We want our employees to hear what we are saying about each other.

    Here is our latest shout out board (youtube)

  2. Spot Light Award
    This is a formal peer to peer nomination form. This could be an employee who changed the way we do business by improving innovation and efficiency.
  3. Kudo (Candy) Grams
    Remember these from middle or high school? We sell candy grams twice a year. We deliver these with a granola bar or healthier treat with notes from peers. The money we collect goes towards our adopt-a-school or a nonprofit the company has a relationship with.
  4. Get to know me scavenger hunt
    We like to celebrate Customer Service week with a “Get to Know Me Scavenger Hunt.” We ask questions that support our employees’ interests. They share their findings at our huddles. You think it’s not recognition, but when you read out loud that a fellow employee wrote a bestselling novel or speaks three languages, you’re recognizing not only their accomplishments but sharing their story. Why always make it work related? Have fun with this, it can open doors to skill sets, add value to your team and helps others appreciate what they can bring to a team. Employees want to share their interests.

When peer to peer recognition is acknowledged, it just gives me the chills thinking about how simple it can be. Peer to Peer recognition leads to changing behaviors and builds engagement in our company! Ultimately changing how we work and improving our culture.

Learn more about RPI’s 7 Best Practice

Tags:  Recognition Events and Celebrations  Recognition Program Communication Plan  Recognition Strategy 

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Recognition Drives Employee Engagement at the University of Calgary

Posted By Sue Yoemans, Monday, August 20, 2018
By Elena Rhodes and Iryna Leonova on behalf of the University of Calgary

How to build a culture of recognition if you have more than 5,000 employees and your workforce is incredibly diverse? The University of Calgary approached this challenge by creating its Employee Recognition Strategy. The initiative is focused on recognizing individual and team behaviors and achievements which support university’s strategic goals and core values, while promoting a positive and respectful workplace.

However, creating a strategy is not enough. The university formed a dedicated recognition team in Human Resources to lead management of the strategy. It was also essential to find advocates across the organization to support its further development, implementation, and evaluation.

Three groups of recognition advocates help build a culture of recognition. The first one is the Employee Recognition Steering Committee. This committee of representatives from diverse employee groups worked on the Recognition Strategy. Following that, the Steering Committee has been guiding the strategy implementation. The Recognition Steering Committee is also responsible for using available resources, such as the information from a recognition preferences survey, to provide guidance on what recognition programs and practices are relevant to the employees. The recognition team collaborates with the Steering Committee in developing best practice recognition programs, education, and communication.

Local engagement or recognition committees in various faculties, schools, and departments represent the second group. Given that the University of Calgary is very diverse, the same practice will not fit all. The local committees help tailor university-wide recognition programs and practices to the units’ and faculties’ culture, goals, and unique landscape. The recognition team supports local committees through an ongoing consultation process.

Finally, the third group is the Employee Recognition Champions Network. The Network is a relatively new group created through an open call. Recognition champions are faculty and staff who are committed to acknowledging the great work that is happening across campus through formal recognition programs and informal recognition practices. Local recognition committees often provide a representative for the Recognition Champions Network. 

The champions learn about a variety of recognition tools and programs that are available at the university and exchange ideas among each other. They aim to promote effective recognition practices in their faculty or unit – individually or as part of a committee – with focus on peer-to-peer recognition. They also help the recognition team with feedback on recognition tools, practices, and programs and information on challenges and successes in their areas. The recognition champions meet bi-monthly to learn about recognition and exchange ideas. Between meetings, they communicate through a dedicated SharePoint site.

Together, these three groups of advocates provide robust guidance to the recognition team. They also help develop recognition into a grass-root culture campus-wide. The recognition advocates help build connections between different groups of employees, and create flexible and sustainable recognition programs and practices.

To learn more about this RPI award-winning initiative, please visit the University of Calgary website at https://www.ucalgary.ca/

The University of Calgary won the RPI Best Practice Standards® Award in 2018 form Recognition Professionals International (RPI). The RPI Best Practice Standards® Award honors organizations who implement the RPI Best Practice Standards®, which are based on knowledge gained from academic literature, professional conferences, and shared experiences in developing successful recognition programs. Standards are designed to be useful for the creation and evaluation of recognition programs in the public and private sectors, large and small organizations, and organizations with single or multiple locations or functions.

Tags:  employee engagement  employee recognition  RPI 7 Best Practices(SM) 

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Dr. Paul White: Understanding Negativity’s Roots Helps Keep It Positive

Posted By Jess Myers, Ewald Consulting, Thursday, July 12, 2018

In even the best workplace, and even with the best-executed employee recognition program, it seems that there’s always a naysayer. Negativity is a fact of life, Understanding the roots of negativity in the workplace, how to deal with it and how to counteract it, is important to success in the world of recognition.

Dr. Paul White

Dr. Paul White, a sought-after speaker and leadership trainer, how negativity can affect a workplace. In a recent conversation from his office in the heart of Kansas, he gave some insight on from where it originates, and how it can affect recognition: 

“First we look at what causes negative reactions. These are typically a result of having unmet expectations. You have an idea of what something should be and if it’s not that, you can get frustrated, irritated, hurt, discouraged, angry and all those kinds of things.”

He stresses the important of helping employees have appropriate expectations, because not everyone does:

“Part of that is education about what is reality-based according to your industry, in terms of compensation and bonuses, or your role. That can depend on your geographic location. For example, Wichita is less of a high-dollar kind of place than San Francisco or New York City, so a similar role in the same industry is going to have dollar flows, in and out, that are going to be less.

“Part of it is also an education piece about how your recognition program works, the frequency of how often awards are given, how the decisions are made, and some history and context of how it has worked in the past.”

And when changes are made, be prepared for negativity, even if the changes will be a good thing in the long run:

“Change creates potential challenges. Change takes energy to respond to. So even if it’s a good change, you will have some resistance because people have to get used to it and how it rolls.

“Some people really like predictability. For a lot of people, it gives them a sense of security. If we know we’re going to have pizza for lunch on Friday, I can think about what kind of pizza to have. If we change it and say we’re going to have either pizza or Chinese or Mexican for lunch, it’s a good change, but now you have to think about more than one thing. So sometimes simplicity is preferred because of the emotional energy it takes to process choices.”

Another challenge comes when a person’s expectations about their workplace or about employee recognition are not based in what is realistic:

“At some point you have to examine how reality based are your expectations. Do a little research, talk to people, get some feedback, not in the sense of just getting someone to agree with you, but really try to get some data about it.

“Another question to ask is there some problem solving you can do or some action you can take? There’s a saying that you can either complain about the darkness or you can light a candle. Historically the American way of dealing with a problem is not just to moan about it, but to figure it out.”

And employee recognition programs, which are intended to bring positivity to the workplace, can have the opposite effect if they’re done improperly:

“I find that recognition programs can actually contribute to negativity when they are either poorly conceived, poorly implemented or inconsistently implemented. Inconsistence is deadly because it messes with expectations. You expect something to happen regularly and it doesn’t so you get rewarded sometimes and not others.

“When recognition programs try to use recognition for performance activities – which are good and useful when done well – to try to make a person feel valued individually, it typically doesn’t work. Because it’s about their performance, not them as a person, so it feels very conditional. 

“The reactions to poorly designed and implemented recognition programs can be apathy, where people think ‘they have it but it doesn’t mean anything to me,’ or sarcasm, where people don’t believe it’s genuine or feel it’s political – IT this month and Accounting next month as far as who gets an award. When there’s a lack of trust it leads to sarcasm and cynicism.

His best advice for dealing with negativity is to offer the opposite:

“You should counteract negativity with positivity. That comes in the form of gratitude and thankfulness for what you do have.

“In Wichita today it’s going to be 102 today, so I am thankful for air conditioning. I can complain about the heat, or I can be thankful to have a job where I don’t work outside in these conditions. When people are communicating negatively, you can make positive comments.

“Positive comments in a negative conversation are kind of like throwing water on a fire. The two best ways to combat negativity in the workplace are, 1) don’t contribute to it, and 2) make a positive comment.”

For more information, you can visit www.drpaulwhite.com and learn more about his practice and workplace tips. For more information on developing a strong recognition strategy, check out the RPI Seven Best Practices.

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2019 Call for Board Nominations

Posted By Sue Yoemans, Monday, July 9, 2018

Nominations Open for the 2019 RPI Board of Directors

Due September 6th!

Are you inspired to contribute your efforts, creative ideas and passion to the smooth running and further development of Recognition Professionals International (RPI)? If so, you are encouraged to let your name stand for election to the RPI Board of Directors.

RPI is looking for board candidates with terms beginning January 1, 2019. The election will be held virtually in October and through an online ballot.

Being a board member is an interesting and rewarding job. At monthly meetings throughout the year, including two in-person meetings, you will share ideas and partner with thought leaders in our industry. Your efforts can help make a difference in the well-being of our association and our members.

Qualifications

  • Board terms are a three-year commitment (2019-2021).
  • Candidates should be action-oriented, enthusiastic, honest and hardworking.
  • Active professional practitioner members and eligible business partner members will be considered for candidacy.
  • Board members typically serve as committee chairpersons and/or serve on committees performing various tasks and responsibilities.
  • Ability to travel to two in-person Board meetings.

The board conducts the majority of business via email, telephone and monthly calls. There is no monetary compensation for board membership. However, in recognition of their efforts, board members are offered discounts on the annual conference fee. Board members also have the personal satisfaction that comes from being a part of the action for this wonderful association.

For specific information on the commitment of becoming an RPI board member, click here. Additional information can be found in the RPI by-laws on the RPI website at www.recognition.org.

If the nominating committee calls on you, please consider running for the board. We need people who love the industry and want to learn as much as possible. As well as people who are willing, ready, and able to share their time and talents for the benefit of the industry. If you are not contacted, but have an interest in being considered for the board, please contact rpi@recognition.org. All potential candidates must complete, whether self-nominated or nominated by fellow RPI members must complete, the RPI Nomination Form and sign the Board Commitment Form and return it to the RPI office.

Download Nomination Form

Please email the completed nomination form (Word Format) document to RPI Executive Director, Kathie Pugaczewski, rpi@recognition.org.

Nomination forms are due to the RPI office by September 6, 2018.

If you have any questions, please contact Kevin Cronin at Kevin.Cronin@octanner.com. Thank you for your continued support of RPI.

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RPI Honors BAE Systems & University of Calgary with 2018 Best Practice Awards

Posted By Sue Yoemans, Friday, May 11, 2018

 

BAE Systems and the University of Calgary took home the top honors at the recent Recognition Professionals International Annual Convention in Nashville. It was the first time RPI has had a tie for the top award, as both BAE Systems and the University of Calgary received the honor.

BAE Systems was recognized for embracing RPI’s Seven Best Practice Standards. Like many organizations, BAE Systems applied for the award in the past and last year received three Excellence in Standards awards. BAE Systems has a company-wide program to recognize and reward employee accomplishments, which are strongly tied to their performance and living their cultural values.

The strength of the BAE Systems recognition program comes from the fact that it was designed by its employees and grows because they are vested and have ownership of the program and the tools. BAE Systems regularly and responsibly reviews each program for its responsiveness to employee needs. Their program utilization, which has risen by over 200% in the past four years, has become a key measurement with its executive leadership team and is a part of the organization’s strategic goals for continuous improvement.

The University of Calgary is a first-time award applicant. This organization formed a cross-disciplinary Recognition Steering Committee to guide the development, implementation, and ongoing review of employee recognition in 2013. They did so understanding the key role of recognition in employee engagement, satisfaction, and retention. The Committee set out to create a recognition strategy that aligned with the university’s strategic plan and values – to provide best practice recognition programs, education and communication for all staff. To build the strategy, they used their findings from an Employee Recognition Preferences survey, the analysis of existing practices and programs as well as reviewing  recognition programs at leading universities in Canada and consulting with a third party provider.

RPI judges were impressed with the strategic way the University of Calgary embraced this process. They took the time to create a network of the right organizational champions, they ensured they had great baseline data; their program supports the goals and values of the university, and they created some fun, engaging and well-used tools.

RPI’s Best Practices Judges for 2018 were:

  • Roy Saunderson, Chief Learning Officer at Rideau Recognition
  • Shelley Judges, Senior Manager of Employee Experience for TD Business Banking and a 2010 Best Practice winner
  • Dee Hansford, who has facilitated CRP and been instrumental with two organizations’ being awarded the overall Best Practices Award.
  • Cori Champagne of MIT, the 2016 Best Overall recipient.

Tags:  Awards  Best Practice Standards  Best Practices  employee engagement 

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