the value of peer to peer recognition

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The Value of Peer-to-Peer Recognition Internal Consistency

Post on 21-Oct-2014

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Visit InternalConsistency.com or our peer recognition system PointToPerformance.com. It's no doubt that organizations have leaned out in the past few decades. And technology has transformed the way we communicate. Now employees in the workforce rely more on each other to get the work done. We suggest an employee recognition system to foster positive messages, higher performance, and a better culture.

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Page 1: The Value of Peer to Peer Recognition

The Value of Peer-to-Peer Recognition

Internal Consistency

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“The deepest human need is the need to be appreciated”– William James, Psychologist

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Engine to High Performance Culture

• 30% lower voluntary turnover (Bersin)

• 12X greater business outcomes (Bersin)

• Recognition is the engine that drives organizational culture

• Firing on all cylinders

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Great place to work

• The Great Place to Work® institute includes camaraderie when evaluating what makes a successful work environment.

• Relationship with other employees

• Peer recognition triggers these qualities

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Recognition Builds Connections

“Many studies have shown that social connections with coworkers are a strong predictor – some would say the single predictor – of job satisfaction.”

Robert D. Putnam, Harvard Public Policy Professor & Author of Bowling Alone

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An uncommon language

• Appreciation

– Acknowledging what’s going well

– What’s right in the world

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The Rat Race

• Misconception of fixing problems

• Crisis mode equated to being productive

• Lack of time

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Workplace issues

• 54% of organizations lost high performing employees (T&D Mag)

• #1 reason of leaving: Lack of appreciation (Dept of Labor)

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CommunicationThe flow and content of communication is the lifeblood of an organization.

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Communication and Behavior

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Old Recognition Model

• Communication: 1 to many• Recognition: Single winner

• “Employee of the…” are event based, not ongoing

• 87% of awards are based on sticking around (tenure)

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Incoming Generation

• Millennial: Born after 1980.• 65% rigid hierarchies fail to get most from them

• Millennials want:– Flexible approach to work– Very regular feedback – And encouragement.

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Influence of Millennials

• Transparency, constant feedback

• 51% feedback should be frequent/continual.

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Changing workforce

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New Model

• Many-to-Many

• Based on achievements– Not tenure

They want to feel their work is worthwhile and that their efforts are being recognized.

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Demographics or Voice?

• Are these new workplace preferences?

Or

• Are millennials just louder at expressing them?

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Herzberg Study (1987)

• Removed controls

• Recognition for work

• Granted authority

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Herzberg Study (1987)

• Month 2: Before• Month 8: After

“How many opportunities do you feel that you have in your job for making worthwhile contributions?”

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Why Peers?

• Close to each other– Proximity– Collaboration– Communication

• Better understanding of the work performed, requirements to perform, and outcomes.

• Managers are overburdened w/ work activities

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Role of Recognition

• Validation– Feeling valued for work you’ve accomplished

• Reinforce culture– Builds and tells stories, vital for org identity

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Role of Recognition

• Collaboration– Connecting on shared work

• Retention • If efforts matter, then less likely to leave

• Productivity– More likely to make greater contributions

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3 characteristics

• Timely– Recency effect

• Specific– Narrow & descriptive

• Behavioral– Action-based

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Recognition vs. Appreciation

• Appreciation– Thank you– Good Job– Good work

• Recognition– ARC– SAIL– STAR

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Useful acronyms

• ARC– Action– Results– Consequence

• STAR– Situation– Task– Action– Result

• SAIL– Situation– Action– Impact– Link

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Sustaining P-to-P Recognition

• First rule: Simplicity.

• Follow-up rule: Remove bureaucracy

• Second rule: Measure to manage

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Measurement/Tracking

• Aligned to competencies• Alternative: skills, values

TeamworkProductivity

InnovationInitiative

CollaborationCustomer/Client Focus

Planning and OrganizingDecision Making/Problem Solving

Quality OrientationCoaching

Team LeadershipFormal Presentation Skills

Communication

0 5 10 15 20 25

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Implementation -Systems

• Tools:– Easy-to-use!– Paper-based or electronic systems

• Measurement:– Track recognition– Job sat/engagement surveys

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Implementation - Individuals

• Mgr Involvement:– Mgrs can read recognition notes in a team meeting– Team reward for 100% participation– Recognize the recognition program!

• Training:− Model positive communication− Demonstrate how it can be linked to values/goals− Promote fairness, & inclusion

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Conclusion

• Communication is the lifeblood of the organization• Peer-to-peer recognition helps: create connections• 3 components to recognition:– Timely– Specific– Behavioral

• Align recognition to skills, competencies, or values• Millenials are calling for more frequent feedback

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Connect & [email protected]

888-481-4741

www.linkedin.com/in/joshkuehler/