6 Chapter 6: EMPLOYEE RECOGNITION AND SPECIAL EVENTS

Learning Objectives

*Understand the value of recognition programs to motivating employees

*Understand the steps and timeframe for conducting special events

*Understand the staffing criteria and role of volunteers for special events

*Identify special events that an organization may conduct

Introduction

Today’s workplace has been filled with layoffs, cutbacks, early retirement and various other cost-reducing means during difficult financial circumstance. Longevity in the workplace seems to become an unreality with changes and turnovers become a norm.  The trend of instability in the workplace raises the issues concerning the employees’ loyalty. For those organizations being able to endure the instability and continue to be prospered and successful, celebrations that recognize employees’ services and contributions still remain as a standard practice. It is proven recognition programs that aims to appreciate employees’ service and contribution still make a difference in motivating employees, building a better morale, and retaining best talents. Motivated employees are essential to all small businesses for achieving efficiency and productivity. Employee recognition is certainly a simple and an effective practice to inspire motivated employees.

The Importance and Impact of Recognition Programs

An article in the Wall Street Journal highlighted the expectations of work behavior of young workers, whom the author called “the Trophy Kids” (Alsop, 2008). The author indicated that many of these young workers (74%) had a very strong sense of entitlement who believed they would deserve a high salary. They expected to get a promotion within a year. They also had a sense of superiority about themselves. If the employers or managers assume that having an efficiently run work environment with comfortable temperatures and scheduled pay raises will be enough to satisfy and retain those young workers. They are completely wrong!! In reality, those “Trophy Kids” are longing for step-by-step guidance and encouragement (Alsop, 2008). Therefore, it is vital for the employers or managers to develop a good relationship with their employees and build employee recognition programs that motivate employees.

Studies have shown that having an employee recognition program can increase productivity and performance, raise revenues, build positive work environment, and foster interpersonal relationships (Achiever Inc., 2011; Garr, 2012). When employees feel visible and appreciated by their employers (or supervisors), they will extend that same attitude and commitment to customers (EHSToday, 2011). The use of monetary rewards and gifts is commonly found for employee recognition. Obviously giving an annual salary raise is probably the easiest thing to implement. However, employees are hard to be satisfied with a raise and the quality of most gifts. A company emblem is a “must” item that can be added to anything. It becomes popularly now that the companies are offering their rewards on the web. Finding the ideal items to satisfy the employee is challenging the creativity and sincerity of managers and employers. Real recognition does not necessarily cost a lot. Sometimes, verbal praises in front of a group or e-mail messages can simply have as much impact as the monetary rewards. In general, companies spend about $50 to $125 for the gifts giving to employees with five years of service. For 20 years of service, the awards may range from $110 to $600 (Sawyer, 2001). Recognition just needs to be specific, sincere and timely (Hart, 2011). Employees are frequently recognized during various conditions (i.e., special circumstances, departmental meeting, and general assembly) through different types of mechanisms (i.e., automated recognition message). The employers and managers can learn to give rewards with their personal touch (i.e., giving Presidential Notes or Memorandum). They can give group rewards, but don’t undermine the individual initiative. Some recognition events are even designed as a celebration party for employees to relax, enjoy and have fun. Be sure an individual’s loyalty and great performance are recognized and rewarded properly.

It is not uncommon to hear top sales performers getting rewarded for a fancy car or a free luxurious vacation. However, are they good examples for hundreds of other jobs and occupations which don’t get the chance to receive that type of reward? Recognition programs is about demonstrating the employer’s and manager’s respect for the employees. Employees must feel a sense of pride being honored, so they can truly appreciate the recognition programs. Under performance-based recognition, organizations should not just recognize the performance results. Employers and managers must recognize employees on the journey through consistent mentorship and motivation. The frequency of recognition should be increased to provide more opportunities for course correction and interpersonal relationship (Hart, 2011).

Implementation of Recognition Programs

To make the recognition programs effective and meaningful to the employees, top management team and the employers usually must consider several questions: Who are the recipients that the organization deals with? What do the employees care about? How to administer the recognition programs? And, how much is authorized to award the employees? Although employers may try to cut down organization’s expenses, most will do their utmost to defend investments (such as recognition programs) they believe will help grow their business.

When trying to recognize someone’s special achievement and performance, being fair in judging qualification is a challenging and important element. The most critical aspect of a recognition or service awards program is to be consistent. A good strategy is keep recognition process consistent is to identify recognition program’s key performance indicators (KPIs) (e.g., program usage, change of morale and performance) and measure them regularly (Hart, 2011). The organizations usually administer the recognition programs in house or use an outside supplier (Garr, 2012). Employers and managers need to make their employee recognition/appreciation program an investment and not an expense. The costs for the rewards should be operating costs that can’t be cut (Hart, 2011). It is important to remember that recognition programs must align with overall organization’s goals. It should be implemented to increase productivity and foster an inspiring culture and environment. When the proposed recognition programs are linked to the organization’s business strategies and goals, the top management team will be more likely to champion for the program.

Sawyer (2001) identified several guidelines to execute great internal recognition. These guidelines include:

• Promote a level of respect amongst workers;
• Promote healthy internal competition;
• Maintain the reward budget under control; and
• Establish and carry out the action plan.

Here are seven simple insights for motivating employees via recognition programs (Achiever Inc., 2011; Sawyer, 2001).

(1) Make sure the employees receive what they have deserved. Clarify define the recognition goals, eligibility and qualification for the award.

(2) Understand what truly motivated employees and be on target. Be creative in determining rewards. Choice is an extremely important factor! Refer to a recognition award catalogue for best ideas.

(3) Most motivating rewards cost little or no money. Can leaders and managers think of more good no cost recognition suggestions?

(4) Remember that people wants to be appreciated (i.e., the last level of Maslow’s Paradigm, self-actualization).

(5) Human behavior are controlled by consequences. Recognition programs are implemented to bring positive reinforcement.

(6) Management is about “what we do with people, not to them. Employees need their leaders to inform and instruct them what to do with patience and support.

(7) Common sense dose not equate common practices. Leaders must carry out their actions and words to inspire, praise and encourage the employees.

Furthermore, employers and leaders of the organizations must closely monitor the trends and changes to ensure the success of future recognition. This mean they must heavily monitored the frequency and use of recognitions, gauge employees’ emotion, remain conscientious about the mission statement, adjust the award criteria and budgets, and practice “what they preach” in actions.

About Special Events

Special events are an essential part of employee services. They are sometimes closely related to employee recognition since the events can be created to show appreciation and acknowledge, promote shared information and cohesiveness and provide solutions. In general, the objectives of special events may include but not limited to building community, increasing morale, improving work environment and family relationships. In an organizational setting, most events will be organized and operated by volunteers. Therefore, training and working effectively with volunteers should be the highest priority to carry out a successful event. If the organization can afford to do so, it may be a good idea to hire and pay for the executive director of the event (or event manager) to conduct the business.

Photo 1. MSU Carnival [1] Photo Courtesy of Morehead State University

Video Clips

http://www.youtube.com/watch?v=tdfai8r1bQE (Peer to peer employee recognition, Give a Wow!)

http://www.youtube.com/watch?v=sBE9piFBnao&feature=related (4 Rules for Effective Employee Recognition Awards)

https://www.youtube.com/watch?v=tXy_nxkDSFQ  (athletic banquet)

https://www.youtube.com/watch?v=LNqPYL3Bcto (athletic banquet)

Before a special event is planned and executed, the event managers and all involved staffs and employees should thoroughly examine the few concerns.

• What types of events should be considered?
• What are the important determinants that may impact the success of the event (i.e., weather, budget, competition, participation rate, and public interest)?
• Which location or facility the event will be hold?
• What are specific concerns related to transportation or traffic?
• What specific support is needed from the law enforcement agencies?
• Are there adequate amount of personnel with expertise handling the event?

Planning a Special Event

It is recommended that planning of special events would take place three months prior to the actual event. During those three months, planners and volunteers should go over questions related to location, orders of supplies, confirmation of exhibitors, and promotion of the event. Here is a list of the useful steps that would help event managers or facilitator to plan a special event smoothly.

• Identify basic information such as event objectives, budget, and location.
• Ask more key questions related to goals of the events, proposed themes, composition and role of the committee, price, prizes and giveaways, and other entertainments.
• Event managers and planners must consider aspect of graphics related to invitations (i.e., letterhead, design of logos, tickets, brochures, pamphlets, and handouts).

Elements of a Special Event

Sawyer (2001) suggested there are five basic elements in planning special events. Table 1 illustrates each of the elements in details.

Table1. Five Basic Elements in Planning Special Events

Staffing Special Events

The key to staffing for special events is securing highly motivated, dedicated, and trained individuals. Event managers must recognize the skills, capabilities, and limitations of involved staff and volunteers and properly place them or match them with appropriate areas of responsibilities. Adequate funding is another requirement. It is recommended that various committees can be established to involve in event planning process (see Table 2). The importance of volunteers to an event cannot be emphasize enough. The volunteer resources committee has a unique job in recruiting and utilizing volunteers. This committee should work with other committee closely to place volunteers in all needed sectors and areas.

Table 2. Required Committees for Special Events

Promoting Events to Special Employees

Special events can be offered and promoted to all employees regardless the size or function of the organization. The most important aspect of the event promotion is to have a clear purpose and theme and make things attractive to the employees. The use of event theme can set the tone, add tempo, and maintain everyone’s energy and interest for the event. Remember to utilize proper technology in the operations and promotion phrases. Here is a series of procedure to an exciting theme to sell the event.

(1) Initiate a crafty message and style to design the invitation to set the mood for the party.

(2) Make a grand entrance to impress the invitees.

(3) Decorate the facility with props and make sure the setting and scenery are spectacular experience for wowing the invitees.

(4) Prepare adequate amount of food and beverage for people to enjoy.

(5) Have an unusual and exciting centerpieces to complement the theme that is carried through to the smallest details. And,

(6) Select the entertainment (i.e., games, activities, music, and performance) that enhance the selected theme.

Quiz Questions

Q1. The first key element in planning special events is:

1. Supply
2. Event design
3. Event management
4. Strategic plan

Q2. Items that fall under event management may include:

1. Food
2. Entertainment
3. Installation of décor
4. All of the above

Q3. Which of the following is not necessarily correct?

1. Volunteers should not be scheduled into too many time slots
2. Volunteers should be given free tickets for incentives
3. Volunteers need to be recognized for their assistance to the event
4. Volunteers should be recognizable to participants and spectators

Q4. Examples of corporate special events may include:

1. Spring luncheon
2. Holiday happenings
3. Fall festival
4. All of the above

Q5. Recognition programs are not popular because they will cost a lot of money to implement. True/False

Brainstorming Activities

(1) Which types of motivational awards do you think give employers the biggest return on their investment?

Tullman, G. (2013, December 23). Traditional cash bonuses don’t really work — Try one of these 5 instead.  https://www.forbes.com/sites/glentullman/2013/12/23/traditional-cash-bonuses-dont-really-work-try-one-of-these-5-instead/#3cb727293db3

(2) What are some ways other than cash bonuses that would reward employees as well as keep them content?

Dewhurst, M., Guthridge, M., & Mohr, E. (2009, November). Motivating people: Getting beyond money.  https://www.mckinsey.com/business-functions/organization/our-insights/motivating-people-getting-beyond-money

Tullman, G. (2013, December 23). Traditional cash bonuses don’t really work–Try one of these 5 instead.  https://www.forbes.com/sites/glentullman/2013/12/23/traditional-cash-bonuses-dont-really-work-try-one-of-these-5-instead/#3cb727293db3

Figure 1: Three nonfinancial incentives are even more effective motivators than the three highest-rated financial incentives.

(3) Assume the responsibilities of the Director of the Recreation and Wellness Center (of Fathead State University) and try to plan the annual open house event for your center. The primary goals of this event is to inform the services of the center to all students, staff, and faculty, educate the campus population to live a healthy life style, and provide great entertainment and fun for all campus community members. Share a few ideas about your approach for setting up this annual event.

Image Citations

[1] Photo Courtesy of Morehead State University, MSU Carnival

References

Achiever Inc. (2011). The ultimate employee recognition platform. San Francisco, CA: Achiever.

Alsop, R. (2008). The trophy kids go to work. Wall Street Journal.  https://www.wsj.com/articles/SB122455219391652725

Garr, S. S. (2012). The Bersin & Associates employee recognition framework. Oakland California: Bersin & Associates

Hart, P. (2011). Benefits of employee recognition in the workplace: Reduced risk and raised revenue. EHS Today.  http://www.ehstoday.com/safety/incentives/benefits-employee-recognition-3008

Sawyer, T. H. (2001). Employee services management: A key component of human resource            management. Champaign, IL: Sagamore.

Schawbel, D. (2016). David Novak: Why recognition matters in the workplace? https://www.forbes.com/sites/danschawbel/2016/05/23/david-novak-why-recognition-matters-in-the-workplace/#1e150c417bb4

Smith, S. (2017). Appreciate employees any day of the year. http://www.ehstoday.com/safety-leadership/appreciate-employees-any-day-year