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Welcome to the Institute for Human Resources (IHR) Rewards & Recognition Workshops and Program! This session will introduce the Rewards and Recognition Community and the Institute for Human Resources (IHR) certification program. You’ll find out about the workshops that will be available, and learn how the IHR certification process works.
Meet Mike Byam, Managing Partner for Terryberry, a provider based in North America that manages employee recognition programs for over 25,000 organizations worldwide. Mike Byam is also the chairperson on the IHR Rewards and Recognition track and is excited to work with an incredible board of industry experts to bring you these sessions.
Throughout this conference you will gain practical ideas and concepts that you’ll be able to put into practice in your business. Because recognition addresses the human need to be valued and to provide value in the workplace, a framework for rewards and recognition is vitally important. In this conference, we will look at why recognition is so important and how it can impact your business objectives. Giving employees recognition for their contributions has been proven to improve retention, enhance engagement and positively impact business performance. You’ll discover how these real results can happen in your business, and find out what the best practices are to use along the way. During the IHR Program, you will also learn how to develop an effective recognition strategy that encompasses Design, Implementation, Review, and Assessment that also connects to you organization’s mission, vision, and values. This will ultimately strengthen the future of your organization.
Empowerment was recently listed as jargon that business people (read: Management) should refrain from saying. The article states that jargon covers up the real meaning. This frequently misapplied term speaks to the approach of “You are now empowered - act accordingly”. Just as leaders can’t demand long term motivation and performance, employees can’t be directed or ordered into empowerment. Instead employee recognition serves to reinforce performance and motivate employees by tapping into their intrinsic values. Employee recognition, like empowerment also has potential to be misinterpreted and misused by a leader. Performance feedback and recognition that applies specific characteristics can create an environment of empowerment. In this webinar, a model of employee empowerment is discussed to separate the jaded jargon from scientific study. True employee empowerment consists of four components: autonomy, competence, impact, and meaning – all things that employees crave, but don’t ask for. Each component will be discussed and related to the bigger picture as well as related to employee recognition. Similarly recognition should include the aspects that instill autonomy, competence, impact and meaning, yet are left out. Attendees will learn what kinds of recognition directly lead to empowerment through correct messaging. Employee empowerment and the individual components within the model are associated with intrinsic motivation and performance,which informal employee recognition can reinforce – and multiply. Attendees will walk away with a greater depth of knowledge about what employee empowerment truly is, what employee recognition is, and how to recognize employees in such a manner that an environment of empowerment is established. By learning depth of employee empowerment and tactical recognition, attendees will learn how and why employee recognition drives motivation and performance.
The 80 million-strong ‘Y’ Generation has created quite the buzz. By 2025, Gen Y (born 1978 - 1994) will comprise nearly 75 percent of the world’s workforce. From their comfort with technology, to their multicultural perspectives, to their insatiable desire for making a difference, Gen Y is expected to revolutionize the workplace and the workforce. As this new group of employees joins the multi-generational workforce, a transformation will be inevitable.
Understanding and addressing the needs of Generation Y is and will be critical if employers want to maintain a competitive edge. How is Gen Y different? How does their outlook match the current workplace? How is it different? What are the issues managing a multi-generational workforce? What are the similarities of each generation? What sets each apart from the other? What are their motivators?
All these questions and more will be addressed in the presentation, Managing Millennials. We will use the backdrop of various motivational theories to understand what drives us all, including Millennials, and how those pose challenges for employers to find ways to drive behaviors and align those behaviors with organizational goals to deliver results.
No one motivates another person. Motivation refers to an internally generated drive to achieve a goal. Those who have it succeed and those that don’t: don’t! But we can direct behaviors
There has been a shift from material rewards-only programs to systems that pay more attention to enrichment of the work experience. Rewards and recognition still have a place but they must be balanced with the intangibles. We will look at generational expectations and how to use them to create a motivational environment based in intrinsic needs while using extrinsic triggers.
Organizations and relationships are complex. Every single person depends on every other single person to successfully carry out his or her task to deliver a promise to the CUSTOMER! If one person fails to keep the integrity of the promise, the whole team can fail.
In professional sports, players get drafted because they have demonstrated their skills and attitude on the field of play. Only the BEST get drafted to the pros. The same applies to business and the recruitment process. We invite people to join our team because we have evaluated that they are a good fit and we believe that they can contribute to our success. When you see a qaurterback get sacked over and over it makes you wonder what's going on? What's wrong with that front line? Are they fully engaged: Are they doing their best? Do they need a new coach? How did they ever get drafted in the first place? What's missing from the team effort to reach peak performance?
In business, research has demonstrated that ENGAGEMENT is only 1/3 of the pie for high performance. And, engagement programs can fall short if we are not making an effective, authentic emotional connection with our managers and team players.
During our session you will learn:
The 3 key ingredients to high performance
What really drives the motivation to excel and give our best
The specific areas of performance to reinforce
How and when to give positive feedback/recognition that works
Life and recipes are filled with ingredients that spice up our experiences. As professionals, we continuously investigate what works. It's how we play the game that makes all the difference. One small change, one added detail, can be the new spark in our engines.
A 30-year-old manager in charge of employees who have worked in the same positions since he was still in diapers is not just a plot in a Hollywood comedy, its standard operating procedure at many companies across the nation. Just as prevalent is a manager nearing retirement charged with leading a group of recent post-grads who are too inexperienced to even know they are inexperienced.
Workplaces today are generational melting pots and knowing how to properly manage and motivate individuals with distinct experiences, values, and needs can mean the difference between a profitable company and one that fails to thrive. Never before has there been such a diversity of generations in the workforce as the Veterans (1922 – 1946), the Boomers (1946 – 1963), the Xers (1963 – 1980), and the Nexters (1980 – 2000) fill offices throughout the country.
With competition for talent on the rise, developing a corporate culture of employee engagement and commitment has become a foundational imperative for most organizations. Creating and maintaining a high-performing workforce is at the core of nearly every business strategy, and the rewards for doing it right include increasing employee satisfaction, reducing turnover, optimizing productivity and positioning the organization for growth.
Currently, Generation X and Nexters make up about 45 percent of the workforce. Together, these 18-to-41-yearold individuals equal the same percentage of the workforce the Baby Boomers compose. The Veteran generation makes up the final 10 percent. To ensure long-term employee loyalty, enterprises need to learn about each of these generational groups, their needs and motivations.
Managing, Motivating and Integrating Your Multigenerational Workforce teaches company leaders how to effectively manage today's multigenerational workforce by first understanding the unique values and needs that fuel the beliefs and behaviors of each generation while teaching strategies for good employee relations between all generations.
Reward points – it’s a concept we’re all familiar with. From airline miles to cash back points for credit cards, these membership-based reward programs encourage loyalty and influence consumer behaviors. At the same time, employers are used to motivating their employees through commissions, objective-based bonuses, awards, and other types of reward and recognition incentive programs that drive desired bottom line outcomes for the employer. What would happen if employers could merge the best aspects of point-based incentive programs into their reward and recognition programs in order to recognize and reward their employees for healthy lifestyle behaviors?
American employees spend more than $150 billion per year treating obesity-related conditions and employer health plan premiums continue to increase as well. And even though employers and employees know that physical activity is the strongest medicine to combat obesity-related disease, half of the people who start exercising will quit within six weeks. The fatal flaw in all traditional approaches to health and wellbeing is that they do not adequately provide mechanisms for sustained motivation and program engagement.
Through the Gamification of Wellness, companies can find a win-win – motivating their employees to adopt healthy, sustainable behaviors that positively impact the bottom line. Employees can receive instant recognition and reward through individual and team-based competition, social interaction, fitness event challenges, and point-based social and cash-equivalent currency models that provide a perpetual cycle of reward and recognition that inspire and incentivize long-term healthy behaviors. and improve workplace dynamics like teamwork.
Human Resources professional will learn how game mechanics can be applied to wellness to improve workplace dynamics like teamwork, while delivering a measurable improvement in the health of their employees.
Are you finding that your recognition programs aren’t getting you the results you’re looking for? Perhaps you’ve been questioning if your recognition strategies are really making any difference at all. The truth is that there may be bigger issues contributing to employee satisfaction levels and influencing your culture. If these problems exist in your organization they are certainly undermining your recognition efforts. The good news is that if you are a company committed to building a sustainable culture, you can make your recognition efforts payoff bigtime by consistently applying a few simple strategies.
With today’s pace of change, increased workloads, and high expectation levels, employees are feeling the stress of getting more done, with fewer resources in a quicker amount of time. Recognition for going the extra mile is important but it’s only one piece of a much larger puzzle. Companies must focus on building a strong foundation of clarity, alignment, accountability and collaboration before recognition efforts will begin to have a positive impact. Managers and leaders must be vigilant about communicating more than they think is necessary, collaborating whenever possible, encouraging an environment of accountability and helping employees to identify how they personally align with the goals of the company. If these things aren’t happening, recognition efforts become a band-aid solution that placates employees for the short-term.
In this one-hour webinar, we will focus on 4 simple strategies that can help to develop a culture where recognition can truly have an impact on the bottom line. Participants will leave the session with an understanding of how to implement these strategies in their own workplace so that their recognition efforts can start to payoff.
As the economy is slipping in and out of tough terrains, companies are pressed more to keep their workforce more productive and motivated than ever. Higher level of employee engagement is the way companies need to align their HR initiatives. Rewards & Recognition play direct role in motivating the employees. When applied strategically, this becomes a proven way to drive desired behavior and manage change & culture. Several studies are conducted on positive impact of effective Rewards & Recognition programs on employee motivation which directly results in higher productivity and revenue for the company.
Gartner suggest that social recognition and bottom up feedback is the future! Organizations will soon find them using agile feedback and recognition based systems replacing their old performance measurement mechanisms. Social recognition will become vital to track the performance and reward the top performers in the organizations. Sooner the HR managers wake up to this change and starts adopting Social Recognition as part of their Organizational culture, better positioned they will be drive home benefits of the changing techno-cultural turf at workplace.
Manish is a practitioner of the subject and influences over 150 companies in designing and defining their strategic Social Rewards & Recognition initiatives. In this session he will discuss about the trends in fast growing enterprise social marketplace and how HR can benefit from it. What is making it interesting for leading organizations to move to smart social platforms like Yammer, Rypple, Jive, Achievers and TriggerO? If this is just the edge effect of Facebook or are there proven results and real ROI associated? How social recognition and reward platform leads to higher motivation, productivity and increase engagement? Does advent of enterprise social enables the CEO to influence organization culture or makes it very hard to manage distributed voices? Gallup suggests that Organizations are bleeding over $350 Billion in lost productivity due to higher employee disengagement levels. Let’s explore how to create a cost effective, ROI driven, measurable and more participative Social Rewards & Recognition platform for the organization.
Recognition Professionals International (RPI) is the only professional association at the forefront of workforce recognition through its sole focus on recognition innovations and education as a systematic method for improvements in the workplace. RPI is endorsed by top authorities in the industry, has an impressive membership of Fortune 500 organizations (see Member Organizations) and is the only association offering Certified Recognition Professional (CRP) courses.
The RPI Vision Statement is:
Recognition Professionals International is the leading resource for global strategic workforce recognition.
The RPI Mission is:
Recognition Professionals International’s mission is to enhance organizational performance through workforce recognition by:
-providing access to best practice standards, education, research and the exchange of ideas
-creating opportunities for our diverse membership to grow professionally
-advocating recognition and engagement strategies as a means to promote organizational excellence
This session was designed by RPI to introduce a strategic recognition plan and to provide a roadmap to organizations so that they can design, implement and evaluate an effective and measurable employee recognition strategy.
It is critical to understand the science behind recognition and we will be reviewing the FOUR critical planning phases to ensure success.
• Assess the current issues within the organization establishing the important areas of measurement
• Align the recognition strategy to support the business vision, objectives and goals. Exploring recognition options, opportunities and the benefits of a 3 Dimensional Model
• Implement the recognition with Training, Communications and Event Planning
• Review recognition initiative to ensure alignment, using measurement tools and indicators
Everyone who works in the field of employee recognition will benefit from attending this session. It is a great refresher course for all recognition professionals as well as people who have just been assigned the task of designing a recognition strategy.
Join us as we'll be covering some really good information to help you know when your service award provider is taking you for a ride, plus we provide some ideas on inexpensive and yet effective ways to engage your employees, provide them with value and make HR their ally.
There’s certainly no shortage of service award vendors and programs in the marketplace. This is great news for companies looking to develop world-class service award programs, but keep in mind that not all employee recognition vendors are created equal. The programs, service, support, and policies these vendors offer are as varied as the companies they serve. Your vendor may have a well-known name, or they might be offering advanced wed-based administrative systems, or they may be making enticing promises, but are they really meeting your needs? You already know the value of a good service award vendor. And you know that your vendor can make or break your employee recognition programs. So, is yours meeting your needs or are they taking you – and your money – for a ride?
Additionally, with the downturn in the economy hanging around a lot longer than most companies expected, we want to share some ways to keep your employees engaged, rewarded and happy. Each of the suggestions we make come from our experience in helping our clients be better HR professionals - and we'd love to help you do the same. Join us for an informative 45 minutes – and we’ll be sure to allow time for questions at the end of the webinar.
Recognition for performance represents the single most validated principle for driving desired behavior and performance in today’s work environments and a key aspect of employee engagement. The primary reason why managers don’t use recognition is because they report “they aren’t sure how to do it well,” according to doctoral research by Bob Nelson, the primary thought leader on this topic and an international best-selling author of 1001 Ways to Reward Employees (now in its 58th printing). Dr. Nelson will show you how to create a culture of recognition, regardless of the size or type of business you are in. Compared to the average company, employees in a recognition-focused company are 5 times more likely to feel valued, 7 times more likely to stay, and 11 times more likely to feel completely committed to their jobs and mission of the organization. This presentation will expand your thinking of what recognition really means and what you can do to build it into your culture. Far from being a “fuzzy feel-good notion,” Dr. Nelson will show you practical ways as to how you can get your managers to treat employees in a way that maximizes their willingness to use their best efforts on a daily basis to create an exciting, positive work environment that produces more focused, competitive employees that better serve the strategies of the firm. Attendees will learn:
• Recent research about what most motivates today’s workers in tight, recessionary times
• What recognition really means to your employees and how you can do more of those things
• How to maximize the effectiveness of recognition – even with little time or resources
• How to get managers on board in supporting and doing more recognition
• How to harness the power of best practices from other companies as well as your own
• How to build and sustain progress, keeping your recognition efforts fresh and relevant
• The seven core elements found in strong cultures of recognition
According to Gallup, 80% of people are unhappy in their work. That means that only 20% of us are happy and fulfilled in the work that we’re doing. What a waste of human talent, energy, and skill! Not to mention the financial costs to the organization related to stress, poor health, and turnover. In this era of global competition, organizations need each person functioning at his or her optimal level to create synergy and leverage the collective intelligence of the group to address market challenges.
This session is an introduction to The Passion Test for Business, a new approach to employee engagement that helps leaders and team members:
1) Get clear on their unique value contribution in the market and what's most meaningful for them in the work they do
2) Get on the same page together in creating a much more inclusive and rewarding work environment for both individual and organizational sustainability
When all team members are clear about what matters most for the organization to deliver its unique contribution to its customers; and managers and their staff are clear on what drives individual behavior, the team’s brilliance emerges in the form of innovation, creative problem solving, team cohesiveness, high energy, enhanced morale, and competitive advantage for the organization.
In this session, we'll look at the research on employee engagement and how it impacts the bottom line; and then explore an exciting alternative to traditional levers to boost employee performance and satisfaction. You'll learn how passion at work is the critical differentiator for success in business today.
Cross Cultural Awareness is no longer a nice to know skill in today’s global workplace. To be truly successful, we need to go beyond learning about national cultural influences, and onto acquiring intercultural competencies that effectively recognizes and rewards employees across cultural and linguistic boundaries.
What are the 4 factors for successfully motivating and engaging employees and colleagues across linguistic and cultural boundaries?
• Respect <hich starts with oneself. Being culturally aware increases our knowledge of ourselves, allows us to become more attentive to the cultural influences we bring to the table, and how we can adapt to better influence and align expectations of those we need to influence. Several different levels of culture exist within an Organization: national, corporate, functional and team cultures. As in any system, they can be leveraged or they can be challenging. Understanding how they come into play from simple project management to complex strategic planning is the foundation to success across all levels of culture.
• Relationship: being mindful of how we create, maintain and add value to relationships Through initiative and competitive collaboration, we raise the bar both in who we are and where we want to go. Not only networking through hubs and webbing but developing those face-to-face and virtual relationships through teamspaces and time outs.
• Recognizing emotions and energy through empathy allows us to create those connections that thrive during the highs and lows in today’s volatile and ambiguous environment. Uncertainty and complexity are here to stay. Simple recognition of efforts while framing the why of what needs to be done and when not how consolidates fundamental appreciation.
• Rewards: using The International Profiler by WorldWork enables global executives to reward themselves and those who develop a global mindset while learning how to refocus their energy as challenges and opportunities present themselve. This developmental tool identifies a global mindset based on 10 qualities with 22 intercultural competencies for global executives.