1. 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

2. 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)

3. 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

4. ‘Hierarchy of Needs’ - Maslow

5. 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

6. 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

7. Case Study: Strathclyde University Students’ Association

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

9. 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)

10. 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)

11. 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

12. 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)

16. 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%

17. 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