Employee Recognition & Change Management 1

Chris Winkelspecht, Ph.D. Director of Strategic Services Maritz Motivation Solutions 2

Making the Case - value of focusing on Change Management Sharing the Space - an overview of where we fit in change management Creating the Face - reinforcement planning as our area of expertise Change Management & Recognition 3

Change Management in HR Technology Companies with strong culture of change are 2X more likely to succeed in the minds of business leaders 1 Companies with poor culture or experience in change suffer 250% higher costs of HR technology implementations Cedar Crestone survey and 2015 Bersin by Deloitte Change Research 4

Opportunities for Change Management 5

$15 billion in HR Technology $600 billion in general IT for Fortune 500 Technology Adoption That’s an average spend of $1.2 billion per company in the Fortune 500 per year 6

Cost Saving Initiatives 77% of CEOs reported implementing cost saving strategies 19% “insourced” previously “outsourced” work 25% had reductions in force greater than 5% 7

Organization Restructuring In 2015 $10 billion+ deals total over $2 trillion Investment bankers capture 0.5 percent in fees (~$10 billion) Research shows over 70% fail to increase shareholder value 8

How many people are from a Recognition/Reward company? How many people are currently working with a recognition provider or are looking to work with one? How many people are from a management consulting firm? What’s Your Experience? 9

$385 billion industry If change management is 1%... And half is channeled to recognition/rewards… ~$2billion Management Consulting 10

Point of convergence Change Management and Recognition 11

Change Models 12

MeaningfulnessSafetyAvailability 978 Academic Popular Leadership Certification Leadership Change Models 13

Change Models Popular Leadership Kotter Create a sense of urgency Build the guiding team Get the right vision Communicate for buy-in Empower action Create short term wins Don’t let up Make it stick Academic Armenakis et al. Readiness Persuasive communication HR/Management practices Management of information Active Participation Reinforcement Institionalization Certification Leader PROSCI Awareness Desire Knowledge Ability Reinforcement 14

Change Models Popular Leadership Kotter Create a sense of urgency Build the guiding team Get the right vision Communicate for buy-in Empower action Create short term wins Don’t let up Make it stick Academic Armenakis et al. Readiness Persuasive communication HR/Management practices Management of information Active Participation Reinforcement Institionalization Certification Leader PROSCI Awareness Desire Knowledge Ability Reinforcement 15

Reinforcement 16

Presentation of a stimulus following a response that increases the probability that response will be repeated in similar future situations Reinforcement Defined 17

How to Apply R + to Change Management Begin with stakeholder analysis What outcome do you want to see for each group? What do they need to do to get there? What comes first and/or is most critical What will motivate? 18

How Can Recognition Motivate? Individual levelPublic level Stories Vicarious Learning Social Norms Rewards Program design 19

What do you want them to do? What rewards will motivate desired action? Who should deliver – when – how? What expectations are set for leaders? What is your measurement plan? For Each Stakeholder Group 20

Don’t Forget the Managers 21

Reinforcement Plan Practice 22

A Note on Measurement Need to balance quantity and quality Could be the most important factor for success 23

Positioning 24

Positioning 25

Conclusions Most of the people in this room are highly qualified to guide their clients in the reinforcement area of change management planning The subject matter expertise we offer complements all other areas of change management and project management Establishing ourselves as SMEs in this area of Change Management is good for all Recognition Professionals 26

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