“Our goal - to promote and enhance a strong culture of recognition within the University Community or UMatter - is about working collaboratively to create a University environment where faculty and staff feel empowered to recognize and show appreciation for each other. A work environment where all employees experience meaningful and merit-based recognition”   “Let’s review a couple examples of feedback provided in our biannual employee engagement survey”

Improving scores “As a University, we’ve experienced significant gains in satisfaction in our Respect & Recognition driver scores from 2011 to 2015.” “Our faculty/department score is <insert local R&R satisfaction scores>. Does this resonate for people? If so how, if not why?” “Most recently we saw an 11% lift in satisfaction on this dimension across the University. What might be some reasons for this?” “Each time we survey our workforce we’ve seen increases in faculty and staff feeling their ideas and opinions are being incorporating into our workplaces and how their point of view is being captured by the University’s consultation processes.” “This is helping to drive satisfaction in knowing our ideas, opinions and point of view is being recognized. What more could we do to solicit and recognize ideas and opinions?”   Pathways “Two unique pathways exist when looking at the importance recognition plays in our work environments” “Faculty/Academics show a stronger relationship from Respect & Recognition to the Image & Reputation pathway” “Staff responses demonstrate another pathway with Respect and Recognition leading to Engagement” READ ppt paragraphs

“What did employees tell us about how they prefer to be recognized “What did employees tell us about how they prefer to be recognized? In a University-wide survey conducted in 2014, over 2000 faculty and staff told us the following. The top5 preferred forms up recognition employees reported wanting to experience were variations on:” “Receiving a thank-you, written note, from managers and peers” “An announcement at team or departmental meetings” “Some sort of special event to acknowledge great work or a life event (breakfast, luncheon, etc.)”

“Faculty and staff also told us what types of behaviours and results they believe should be recognized:” “Academics were in favour of recognizing innovative ideas and individual performance, followed by team performance” “Management and Professional Staff put a premium on team performance, followed by individual contributions and innovation third” “Support Staff want to see innovation, individuals and teams recognized equally”   “The important fact here is that we all define recognition in our own unique ways, in part due to varying definitions of success (time with family for some, a promotion and new challenges for others) and in part due to the nature of our work (members of a team vs. individual contributors).” “As employees and leaders of others it’s import we all play a role in initiating conversation and share our personal definition of success with our leaders. Supervisors and managers can then work to align staff competencies and personal definitions of success with the University’s definition of success in meeting our strategic plan.”