Recognising the Tipping Point Between Just Enough and Over and Beyond Ian McCartney – Chief Executive, University of Strathclyde Students’ Association Claire Marsland- HR Consultant, NUS

What is Recognition? “Employee recognition done right, consistently and frequently is the tipping point between willing employees who will do what is required to get the job done and engaged employees who put discretionary effort into their work to improve efficiency, effectiveness and results” (Globoforce motivation worldwide)

Some thoughts around recognition Receiving a simple ‘thank you’ increases by 100% a person’s willingness to help again Engaged employees are about 40% more productive Lack of recognition is the number 1 reason why people leave their job

‘Hierarchy of Needs’ - Maslow

Where does recognition fit? Core reward package attracts the right people and keeps them Incentive schemes focus on the ‘what’ (business results) Recognition schemes focus on the ‘how’ (behaviour) Both incentive and recognition schemes may have bonuses, vouchers, gifts etc. Need to consider carefully how to use recognition to maximise engagement

What does the research say? Research into the most effective recognition approaches highlights 5 key principles: Recognition for specific results and behaviours Peer to peer recognition is crucial – not just top down Tell the stories Easy and frequent Recognition that is linked to values or goals *Forbes ‘Unlocking the secret of employee recognition’ June 2012

Case Study: Strathclyde University Students’ Association

Turning willing into engaged @ Strathclyde Tipping Point: Turning willing into engaged @ Strathclyde

Where we were: Major restructure 2010 – staff & governance Loss of HR Dept Focus away from Commercial towards Membership Perceptions of “us v them” Drive towards ensuring shared Values throughout organisation 10 years of IiP (2012)

Strategic Development Teams Trustee Board appointed range of Strategic Development Teams (SDTs – careful!) to focus on core drivers Staff Policies SDT formed, with focus on: Breaking Down Barriers Performance Reviews Staff Recognition Staff Engagement Surveys commenced (NUS Pilot)

Focus 1: Performance Reviews Old system – cycle based around Budgets, not Performance No clear link to annual Organisational Objectives Wanted focus on Competencies Engaged NUS HR to deliver Almost 1 year into new system

Focus 2: Staff Recognition Challenging “split” between Depts Wanted local, instant ways of delivering recognition Link to USSA Values Promotion of role models between and across Departments End of Year staff event (in addition to events for Volunteers, Teaching staff and Sports)

Where we are now: Much greater engagement with Staff Committee… Ideas generated and established: Bikescheme Staff Travel Loan scheme Salary Sacrifice scheme with SCVO Credit Union Childcare vouchers Evidence? Staff Engagement Surveys: Year 1: 88% Year 2: 93%

Next Steps… Review of PDR system & UVIP Cross-departmental Focus Groups Recommendations from Focus Groups Policy & Procedure Review Equality & Diversity benchmarking Strategic aim to achieve IiD Target >95% Staff Engagement Survey response