1. Staff Retention Strategies Including Reward and Recognition

2. Autonomy Mastery Purpose Complex Tasks

3. Disconnect b/w employees and managers on R&R The influence of money & promotion is reducing in its ability to increase productivity Flexible work environments require employees to be increasingly autonomous Increasing organisational change and uncertainty Highest influence in R&R from manager rather than the organisation. Context

4. Improved Morale Enhanced Productivity Increased Competitiveness Decreased stress Decreased absenteeism Decreased turnover Lower Related Costs Benefits of R&R

5. “High Use” R&R managers see: limited time as the reason not excuse Recognition inequality as a consideration not excuse Value in R&R due to their beliefs, experience & training Budget & resources as enablers, not pre-requisites Success Insights

6. Ask the recipient what they like first!! (blank card) Request and act on employee suggestions Make it personal, written & appropriately public Increase customer connection eg. onsite visits, personalised customer appreciation, Team celebration Give priority eg. carpark, office resources, event, delegate an undesirable task to the boss Unique service eg. carwash, movie at lunch Providing R&R

7. Focus on sphere of influence Do one thing differently Ask employees what motivates them Focus on what you can do Relax if mistakes occur Getting Started

8. Have a reminder system Write notes at the end of the day Harness technology Single out individuals in meetings Vary your routine and who you engage Be accessible Make part of your “to do” list Make it part of your job

9. Focus on high impact areas Involve target employees Announce with fanfare Publicly track progress Have lots of winners Allow flexibility of rewards Renew the program as needed Link informal and formal rewards Develop Team R&R Program

10. More in-depth planning is required with – Alignment – Coordination – Recognition Values – Guidelines & Standards – Coordinators – Communication strategy Tailor to the organisational lifecycle state Organisational R&R Program

11. Identify your Allies Provide Choices Assess what managers are able to do Talk to them in their own terms Help them look good Share studies, statistics and “best practices” Make a personal appeal Create a pilot program Leverage and communicate successes Recognise management for their recognition of others Selling to Senior Mgmt

12. Examples of Reward and Recognition

13. Personal Written Electronic Public Day to Day

14. Information, Support and Involvement. Autonomy and Authority. Flexible work hours and time off. Learning and Career Development. Manager availability and time. Informal Intangible Recognition

15. Outstanding employee and achievement awards. Cash, cash substitutes and gift certificates. Nominal gifts, merchandise and food. Special privileges, perks and employee services. Tangible Recognition and Rewards

16. Group recognition and reward. Fun, games and contests. Celebrations, parties, and special events. Field trips and travel. Group recognition, rewards and activities.

17. Sales revenue. Customer Service. Employee suggestions. Productivity and Quality. Attendance and safety Rewards for specific achievement

18. Multilevel reward programs and point systems. Company benefits and perks. Employee and company anniversaries. Charity and community service. Company stock and ownership. Formal Organisational Rewards