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I’m looking forward to anything that appears here! The biggest problem, I find, in my practice, is getting the right people, getting them on the page of what I want our practice to achieve, and then getting them to continue on in my practice longer than two years or so. I’m a dentist, by the way. I’m not sure, is there anyone who can give me a head’s up on the value of the course available at http://www.mastkerkeylearning.com. It’s looks like what I’m looking for, but I’m not sure.
You raise a number of issues in your post. From hiring the right people with the right attitude, to getting your team to engage with the company through to what type of Reward and Recognition programs work best.
You will find “The WOW Paradigm” a great source of ideas on all of your questions. Stew Leonard’s have been in Fortune 500′s top 100 companies to work for over the past 9 years which means their team must really rate Stew’s as a great employer. Remember to be the best you should always seek to learn from the best.
Graeme
There are two schools of thought when it comes to including monetary incentives in your reawrd and recopgnition programs. Those that favour fnancial incentives and those that don’t.
At Stew Leonards’s they do not include financial incentives in their recognition programs. This has a great deal of attraction to many companies who do not have budgets or they maybe government departments where financial incentives are not permitted. What Stew Leonards have proved is you can get enormously high team engagement in the business without the need to use financial incentives. I strongly urge you to have a look at the The WOW Paradigm and you will get many examples of how they do it at Stew’s.
Graeme covers off on some very important points here. What has struck me about Stew Leonard’s includes: they don’t have things like creches, workout rooms, on-sight gyms, break-out spaces, and their people must work in a not fully air-conditioned environment, their people must often be on their feet, in the cold or the heat, and they don’t offer finanicial incentives in their reward and recogntion programs. So how on earth can they be 9 (let me repeat that, NINE) times in the Fortune 100 best companies to work for?!!!
If you think about it this is incredible. How can they be in Fortune 100 (9 times in a row!) when they’re up against busineses in say, Silicon Valley or Wall Street! Their achievement is simply incredible!
So the real question is: “What do they do?”. Their program (The WOW Paradigm) will offer you an insight.
Where I work the managers don’t believe in recognition for a job well done. Their view is they are paying us to do a job and we should be grateful we have a job.
The point that Brent raises is a good one. All of the great performing organisations and businesses have really well constructed and properly implemented Reward and Recognition Programs.
Several years ago I was interviewing David Bayes, a multi McDoanlds Franchise owner and I remeber putting the question to him, “Don’t you think You guys at Macca’s go a little overboard with all the hoop la”. His response was profound. he said it is impossible to over recognize your staff. However there is one proviso. You must honestly and sincerely mean it.
As far as improving morale and productivity by showing appreciation and recognition is concerned, my Dad taught me many years ago that even an old dog needs a pat on the head once in a while. That will always perk him up and get his tail wagging.
The critical aspect of a successful “recognition program”, is that it must reflect GENUINE and SINCERE appreciation. That takes a boss that is respected by his employees, who has a positive personality and good communication skills.
That’s why it works at Stew Leonard’s. He encourages new ideas and individual creativity AND he REALLY does appreciate all the hard work and dedication of his Team Members – and the Team Members reciprocate.
That’s also why it will never work for self-centerd jerks who feel that their employees are being paid and should be grateful for their jobs – recognition is uneccessary. They are the guys who need training for attitude adjustment and new “people skills”.
I came across a good idea for recognising team loyalty. At the Athletes Feet stores you receive a different colour Name Badge depending on how long you have worked at the store.
Staff take great pride in receiving their new name badge (different colour)as they achieve the next level of years of service.
I’m looking forward to anything that appears here! The biggest problem, I find, in my practice, is getting the right people, getting them on the page of what I want our practice to achieve, and then getting them to continue on in my practice longer than two years or so. I’m a dentist, by the way. I’m not sure, is there anyone who can give me a head’s up on the value of the course available at http://www.mastkerkeylearning.com. It’s looks like what I’m looking for, but I’m not sure.
My question is, do reward and recognition programs have a stronger effect with or without moonetary incentives?
Hi Nick
You raise a number of issues in your post. From hiring the right people with the right attitude, to getting your team to engage with the company through to what type of Reward and Recognition programs work best.
You will find “The WOW Paradigm” a great source of ideas on all of your questions. Stew Leonard’s have been in Fortune 500′s top 100 companies to work for over the past 9 years which means their team must really rate Stew’s as a great employer. Remember to be the best you should always seek to learn from the best.
Graeme
Hi Brent,
There are two schools of thought when it comes to including monetary incentives in your reawrd and recopgnition programs. Those that favour fnancial incentives and those that don’t.
At Stew Leonards’s they do not include financial incentives in their recognition programs. This has a great deal of attraction to many companies who do not have budgets or they maybe government departments where financial incentives are not permitted. What Stew Leonards have proved is you can get enormously high team engagement in the business without the need to use financial incentives. I strongly urge you to have a look at the The WOW Paradigm and you will get many examples of how they do it at Stew’s.
Graeme covers off on some very important points here. What has struck me about Stew Leonard’s includes: they don’t have things like creches, workout rooms, on-sight gyms, break-out spaces, and their people must work in a not fully air-conditioned environment, their people must often be on their feet, in the cold or the heat, and they don’t offer finanicial incentives in their reward and recogntion programs. So how on earth can they be 9 (let me repeat that, NINE) times in the Fortune 100 best companies to work for?!!!
If you think about it this is incredible. How can they be in Fortune 100 (9 times in a row!) when they’re up against busineses in say, Silicon Valley or Wall Street! Their achievement is simply incredible!
So the real question is: “What do they do?”. Their program (The WOW Paradigm) will offer you an insight.
Where I work the managers don’t believe in recognition for a job well done. Their view is they are paying us to do a job and we should be grateful we have a job.
The “reward” for a reward and recognition program with WOW. Stew Leonard’s in Fortune 100 top companies to work for again.
The point that Brent raises is a good one. All of the great performing organisations and businesses have really well constructed and properly implemented Reward and Recognition Programs.
Several years ago I was interviewing David Bayes, a multi McDoanlds Franchise owner and I remeber putting the question to him, “Don’t you think You guys at Macca’s go a little overboard with all the hoop la”. His response was profound. he said it is impossible to over recognize your staff. However there is one proviso. You must honestly and sincerely mean it.
As far as improving morale and productivity by showing appreciation and recognition is concerned, my Dad taught me many years ago that even an old dog needs a pat on the head once in a while. That will always perk him up and get his tail wagging.
The critical aspect of a successful “recognition program”, is that it must reflect GENUINE and SINCERE appreciation. That takes a boss that is respected by his employees, who has a positive personality and good communication skills.
That’s why it works at Stew Leonard’s. He encourages new ideas and individual creativity AND he REALLY does appreciate all the hard work and dedication of his Team Members – and the Team Members reciprocate.
That’s also why it will never work for self-centerd jerks who feel that their employees are being paid and should be grateful for their jobs – recognition is uneccessary. They are the guys who need training for attitude adjustment and new “people skills”.
I came across a good idea for recognising team loyalty. At the Athletes Feet stores you receive a different colour Name Badge depending on how long you have worked at the store.
Staff take great pride in receiving their new name badge (different colour)as they achieve the next level of years of service.