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2
Introduction
Housekeeping items–Restroom locations–Breaks–Lunch–Cell phone use
– Questions welcome– Balance between
content and sharing – “Parking lot” for
ideas
Introduction
Learning Objectives:– Define management components based on current needs.– Identify necessary key roles and responsibilities.– Define a Formal nomination and selection framework – Link budgeting industry standards to current organizational
practices.– List three key aspects for a successful Recognition Budget– Seek current tax data.– Identify current and desired tracking and reporting
capabilities based on success factors.– Determine program maintenance, change, or exit strategies.
Introduction
CRP Background– One of four certification courses– Facilitator led– Pass exam– Set common standards– Acquire skills and knowledge
Introduction
Agenda (2 breaks & lunch)
– Setting the Stage– Management Framework– Multi-faceted Management– Budgeting and Outsourcing– Maintenance– Summary– Study time– Exam
Introduction
Materials:– Models, – Worksheets,– Best Practices examples,– Article excerpts,– Progress Checks,– Reference and resource suggestions, and– Course evaluation (start NOW)
Setting the Stage
Learning Objectives– Name the Seven Best Practice
Standards– Describe the importance of alignment– Match the corresponding terms with the
acronym SIRAR
Setting the Stage
Primary Topics– General recognition program management– Communications– Training – Budgeting– Outsourcing– Events and Celebrations– Change and Flexibility - Maintenance
Management Framework
Section Learning Objectives– Identify the key elements to
manage/administer recognition– Outline general roles & responsibilities – Identify key steps to establishing
internal recognition networks– Define comparisons/differences to your
organization’s structure with other organizations
Management Framework
Management Components– Key elements– Roles and responsibilities– Cross-functional/multi-site networks
Management Framework
1. # of employees 44% - 1,000-19,999
46% - 20,000+
2. Centralized? 48% centralized
3. Recognition resource 37% full-time
4. Employee : resource Varied
5. Reporting function 50% to HR
6. General administration 59% from different functions
Management Framework
2004 Job Analysis– Designing and Maintaining Strategy– Program Communications– Training– Events and Celebrations
Management Framework
Activity - Communications
Read through pages 16-18
Check YES or NO for your organization
Management Framework
Recognition Communications –
Planning and Logistics– Message– Audience– Method– Resources/responsibilities
Management Framework
Target Audience– Desired outcome– Issue– Strategy– Tactics– Timing– Measures– Responsibilities
Management Framework
Watson Wyatt StudyEffective Communications
• 26% total return to shareholders• 30% increase in market share
Practices with greatest impact• Driving managers’ commitment• Formal process• Clear line of sight
Management Framework
Watson Wyatt Study (cont.)Measurement is important
• Productivity• Behavior change• Achievement of business goals
www.watsonwyatt.com
Management Framework
Activity– Pages 22-24 – survey results– Communications ideas– Check highlights in right-hand column
Best Practice or Best-in-Class recipient
Management Framework
Activity – Training Job Analysis
Read through page 25
Check YES or NO for your organization
Management Framework
Training ReviewADDIE model– Assessment– Design– Development– Implementation– Evaluation
Management Framework
Kirkpatrick’s Four Levels
LEVEL TITLE EXPLANATION1 Reaction How FEEL
2 Learning Increase in knowledge
3 Behavior Tools used
4 Results Impact on business
Management Framework
Activity - Training
Read through pages 29-31
Check YES or NO for your organization
Management Framework
Activity – Events Job Analysis
Read through page 32
Check YES or NO for your organization
Management Framework
Exercise – Roles and Responsibilities
Write down top 5 key responsibilities that could use greater focus within your organization
Management Framework
Strategy and Scope– The extent will largely be determined by
size and scope– Remember job analysis
Management Framework
Progress CheckTrue or False
1. 2004 Job Analysis identified dozen titles2. Communications plan – same message can be
communicated through same method3. High emotional commitment and low intellectual
are “loose cannons.”
Multiple Choice1. Which is NOT a “hard” measure:2. Correct order of Four Evaluation Levels:
Management Framework
Progress CheckTrue or False
1. 2004 Job Analysis identified dozen titles = F2. Communications plan – same message can be
communicated through same method = F3. High emotional commitment and low intellectual
are “loose cannons.” = T
Multiple Choice1. Which is NOT a “hard” measure: = A2. Correct order of Four Evaluation Levels: = C
Program Management
Section Learning Objectives– Map key program management
components to the three recognition dimensions
– Define potential additional resources to ensure success
– Name the five primary steps for a Formal recognition process
Program Management
Various Administration Locations– Sales (incentives, trips)– HR (service awards)– Individual Departments (informal)– Organizational or BU (formal)– Managers (day-to-day)
Program Management
Overall “audit”– Create synergy– Capture spend– Alignment– Negotiation– Measurement– Validation– Continuity– Other
Program Management
Activity– Pages 39-40 – survey results– Day-to-day and informal– Check highlights in right-hand column
Program Management
Cross-functional Networks1. Team mission
2. Project Plan
3. Team lead, champion, guidelines
4. Recognize!
Program Management
Team Recruiting– Job enrichment experience with:
• Communications/marketing• Training• Coaching• Program design• Budgeting• Other
Program Management
Natural Team StagesAdjourning and Transforming
• Disbanding and celebrating accomplishments• Building on synergies
Performing• Competence and cohesion• Goal: Complete task
Norming• Fine-tuning stage• Goal: Shift focus to task completion
Storming• Honeymoon is over• Goal: Recognize need for cohesion and reestablish team goal
Forming• Start-up period• Goal: Become familiar with team's mission, process, and
members
45
NOMINATION
COMMITTEE REVIEW
NOMINATION FILED
2
1
No
SUPPORTING EVALUATION
S
SELECTIONRECOGNITION EVENTS &
AWARDS
3 4 5
Yes Yes
Program Management
Program Management
Activity– Pages 47-49 – survey results– Formal Process– Check highlights in right-hand column
Program Management
$1K-$3K $5K-$25K
None $1K-$5K
In-ScopeOut of Scope/Special
Project
Job Responsibility
Imp
act
Sig
nifi
can
t Im
pa
ctM
od
era
te
Imp
act
Program Management
Activity– Page 51 – survey results– Events and Celebrations– Check highlights in right-hand column
Program Management
Documentation– Nomination procedures– Selection process– Notification– Award selection– Taxes– Event planning guidelines– Tracking– Feedback
Management Framework
Progress Check
True or False1. Day-to-day usually centralized through HR
2. Cross-functional networks effective with large, multi-site organizations
3. Benefit is career development
Multiple Choice1. Which is closest to “storming”:
2. Optional step in formal selection:
Management Framework
Progress Check
True or False1. Day-to-day usually centralized through HR = F
2. Cross-functional networks effective with large, multi-site organizations = T
3. Benefit is career development = T
Multiple Choice1. Which is closest to “storming”: = D
2. Optional step in formal selection: = A
Budgeting and Outsourcing
Section Learning Objectives– Identify key components for budgeting– Seek tax-related information on the IRS
website– Follow a recommended supplier
selection process
Budgeting and Outsourcing
General Budgeting ConceptsPurpose:– Ensure sufficient funds– Monitor and control expenses– Make confident financial decisions
Budgeting and Outsourcing
General Characteristics– Realistic and achievable– Consider fixed and variable costs– Build in contingency– Regular reviews for possible
adjustments
Budgeting and Outsourcing
What are you counting?– Truly a total?– Direct and indirect labor?– Training and communications?– Other?
Budgeting and Outsourcing
Guidelines:– .005 - .03% of payroll (1/2 of 1% to 3%)– Amount per FTE ($100 - $150)– Benchmark – apples to apples– 2 - 3.8% of payroll
Budgeting and Outsourcing
Checklist - Activity
– Look at the items on page 58.– Are there any other things you include
when budgeting?
Budgeting and Outsourcing
Activity– Page 59-60 – survey results– Budgeting– Check highlights in right-hand column
Budgeting and Outsourcing
Outsourcing Considerations
Cost advantage Culture fit
Skills, technology Impact
Low risk Strategic fit
Low cost
Budgeting and Outsourcing
RFI– Smaller projects– General information– Qualify/disqualify– Components
• Project overview• Company background• Project requirements• Fees• How to respond
Budgeting and Outsourcing
RFP– Bid or proposal invitation– Defines deliverables, etc.– Components:
• Same as RFI plus,• Organizational demographics• General reporting requirements• Decision criteria• References
Budgeting and Outsourcing
Letter ofIntent
Decision
AllFactors
Visit
References
EvaluationScale
3-5Candidates
Budgeting and Outsourcing
Weighted Point Evaluation– Criteria– Highest priority = highest points– By provider– By reviewer
Budgeting and Outsourcing
Managing the Provider– Data collection– Metrics– Audits– Communications– Changes?– Transition
Budgeting and Outsourcing
Activity– Page 66 – survey results– Outsourcing– Check highlights in right-hand column
Budgeting and Outsourcing
Progress Check
True or False1. Three suppliers bid, ask for RFI
2. Could do benchmarking for budget
3. Day-to-day more cost effective to outsource
Multiple Choice1. Which is NOT an outsourcing consideration:
2. Which is part of selection process:
Budgeting and Outsourcing
Progress Check
True or False1. Three suppliers bid, ask for RFI = F
2. Could do benchmarking for budget = T
3. Day-to-day more cost effective to outsource = F
Multiple Choice1. Which is NOT an outsourcing consideration: = B
2. Which is part of selection process: = B
Maintenance
Section Learning Objectives– Following this section, you will be able
to:– Define reporting tools and frequency– Build change and flexibility into your
programs
Maintenance
Change and Flexibility– Demonstrated flexibility (on-line vs.
print)– Described how changes determined
(feedback, etc.)– Adjust to fit organizational goals– Adjust to meet needs – individuals and
teams
Maintenance
Drivers– Organizational
change– Managerial change– Change in strategic
objectives– Lack of
participation
Tools– Surveys– Measurements– Dashboards– Feedback
Maintenance
Programmatic Life Cycle
Announcement Revitalization
Excitement Decline
Preparation Promotion Steady State
Maintenance
Steady State Input– Day-to-day
• Missed opportunities
• Untimely• Insincere• Public for private• Mixed messages• Unrewarding item
– Informal• Treating all the
same• Leaving some out• No input
Maintenance
Steady State Input (cont.)Formal
• Insufficient planning• Insufficient linkage• Rewards aren’t rewarding• One size doesn’t fit all• Loss of relevance
• Entitlement• Take-aways• Inappropriate• Zero-sum• Untimely
Maintenance
Possible Metrics– Satisfaction– Participation– Results – ROI
• Productivity• Quality• Cost savings• Etc.
Maintenance
Activity– Page 75-76 – survey results– Maintenance– Check highlights in right-hand column
Maintenance
Sarbanes-Oxley (SOX)– More scrutiny of cash or noncash awards– Detailed documentation– Need measurable business purpose– Base on research-supported practices– Document– Track expenditures– Use experts
Maintenance
Progress CheckTrue or False
1. Beneficial to make adjustments to meet needs of individuals and teams
2. Merger is example of a change tool3. Focus groups are good for opinions and
specifics
Multiple Choice1. Which is last in sequence:2. Which is NOT an informal misstep:
Maintenance
Progress CheckTrue or False
1. Beneficial to make adjustments to meet needs of individuals and teams = T
2. Merger is example of a change tool = F3. Focus groups are good for opinions and
specifics = T
Multiple Choice1. Which is last in sequence: = D2. Which is NOT an informal misstep: = D