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Rhonda Sunnarborg, Senior Client Strategist January 2016

The ultimate recognition grudge match: Executive perceptions vs. Employees’ experiences of recognition. Rhonda Sunnarborg, Senior Client Strategist January 2016. Agenda. How do managers view recognition differently from employees? What is employees’ experience of recognition?

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Rhonda Sunnarborg, Senior Client Strategist January 2016

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  1. The ultimate recognition grudge match:Executive perceptions vs. Employees’ experiences of recognition Rhonda Sunnarborg, Senior Client Strategist January 2016

  2. Agenda • How do managers view recognition differently from employees? • What is employees’ experience of recognition? • Ways to close the gaps in perception and experience • Q & A 2

  3. How Does Senior Management View Employee Recognition? 54% Source: World at Work, 2015 Trends in Employee Recognition. 3

  4. Support Shown by Senior Management 66% = Neutral or Low/No Support 34% 59% 7% 41% 54% 6% 34% 57% 7% 36% 57% 7% 49% 6% 46% Source: World at Work, 2015 Trends in Employee Recognition. 4

  5. What are the top barriers to recognizing employees? 5

  6. 4 Top Barriers to Recognizing Employees 33% - Lack of buy-in: front line manager 33% - Lack of time 23% - Lack of manager tools/resources 22% - Lack of buy-in: senior execs Source: Laurano, Madeline. “The Power of Employee Recognition.” Aberdeen Group, November 2013. Web. 3 August 2015. 6

  7. Removing the barriers 7

  8. Removing Barriers What do you need to start a program? 58% 47% 45% 45% 43% 35% 33% 27% Source: Van Dyke, Melissa. “HR Perspectives on Non-Cash Rewards and Recognition.” Incentive Research Foundation. Hr.com, July 2012. Web. 26 July 2015. 8

  9. Resources Discussion 9

  10. How do employees experience recognition? 10

  11. Employee Experience of Recognition Human Resource Executive Online, How Employees Perceive Recognition, 10/23/14. 11

  12. Employee Perception of Recognition • Organizations need to be more creative in recognizing employees • 40% use bonuses or promotions • Recognition should be tailored to the organization’s values and goals and what employees value • Recognition should not be ‘fair’ but ‘just’ • Devalued when everyone is recognized • Should reward top performing individuals and teams Source: Human Resource Executive Online, How Employees Perceive Recognition, 10/23/14. 12

  13. What happens when you recognize excellent performance? 13

  14. Field Experiment: Employee Recognition and Performance July 2014 • Christiane Bradler ZEW Mannheim • Robert Dur Erasmus University Rotterdam, Tinbergen Institute, CESifo and IZA • Susanne Neckermann Erasmus University Rotterdam, ZEW and Tinbergen Institute • Arjan Non Maastricht University 14

  15. Field Experiment: Employee Recognition and Performance • 8 workers per room • Worked individually • 3-hour shift • Flat wage • No expectation of recognition 15

  16. Field Experiment: Employee Recognition and Performance 5.2% Performance 16

  17. Field Experiment: Employee Recognition and Performance 6.6% 17

  18. Field Experiment: Employee Recognition and Performance 10% 7.3% 3.3% 18

  19. Importance of Recognition Source: Lee, Christina. “Employee Job Satisfaction and Engagement: Optimizing Organizational Culture for Success.” The Society for Human Resource Management, 2014. 19

  20. How do we close the gap? 20

  21. Closing the Gap • Identify barriers • Gather data • Ascertain: will addressing objections make a difference? • Obtain leadership sponsorship • Confirm alignment • Create ownership opportunities

  22. Thank you! Rhonda Sunnarborg Senior Client Strategist 763-412-3083 rsunnarborg@motivaction.com 22

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