Spot Awards - Is there a guideline for the tangible value of the award?

We were helping a client redesign their Global Recognition program and were trying to determine the values for their Spot Award program. As a philosophy, the client wanted the Spot Award to be a tool available with every people manager to instantly recognize their employees for accomplishments or measurable behaviours aligned with the Company Values. They wanted a tangible award in addition to an e-Certificate.

After a lot of deliberation, we came to the conclusion that a Spot Award of this nature should at the least enable the individual to have a cup of coffee and a snack with a colleague/friend. So in that sense the award value would have to be around Rs.200/Rs.250 in India and perhaps $10 in the US. We used the same yardstick to determine the figures for other locations.

We also considered using a range, starting from a coffee and a snack for 2 (Rs.200/Rs.250) to a meal for 2 (Rs.800/Rs.1000) at the top end of the spot award program. The manager would have discretion on the award value based on what the employee was being recognized for and the business impact of the accomplishment.

Given that this company is just beginning to invest in creating a Recognition culture, we wanted the initial program to be really simple. So we ended up making a decision that the initial Spot Award program would have a single value and in the next year, we would introduce a range of values.

Annual Gifts for all Employees

I had a HR head of a mid size company call me recently asking me to refer a few good merchandise suppliers for their annual gifting program. Essentially, the company gives out an annual gift to all employees on a particular day - the gift is typically a laptop bag, a nice pen set or equivalent (value around 500-2000 bucks).

From a recognition perspective, I have seen this practice to be unsustainable and invariably it gets dropped at some point of time in the company’s evolution - either because of size, budget cuts in a bad year or someone senior enough simply asking the question "Why are we doing this?".

Before spending the money on this, you need to ask the questions – what business value do I get by spending money on an annual award? How meaningful is the award for my employees? Are there better ways to use the same budget and do something more meaningful and more value adding for the business and for my employees? My idea is not to discourage companies from doing annual gifts, but to share some perspective I have on this.

If you really want to do an annual gift that will serve a purpose, give them something that most individuals as consumers will not buy (or see value in buying), but is very desirable – e.g. Bose headphones, a Hidesign bag, a Mont Blanc pen etc. This way, they get something they would normally not buy on their own, but have an aspiration for - so they feel really good about the gift. This means that they would tend to talk about this to other people and help build your employer brand etc. Again such aspirational gifts tend to be expensive and may not fit within your budgets. For simple branded utility stuff, such as laptop bags, pen sets etc., a better idea may be to set up an online branded company store and allow employees to buy stuff at discounted prices. Many merchandisers offer a simple online platform for this now - free if you negotiate hard enough and don't need too much customization.

The most well known example in India of the "Annual Gifting" practice was Cognizant, where all employees would get an annual gift every year. In the last few years, before they discontinued this practice, employees literally had to go to a merchandise warehouse in a remote industrial area to collect their gift. Guess, someone at Cognizant asked the question "Why" and they scrapped this program last year.

Lessons from the Lion Whisperer

This post has nothing to do directly with "Recognition", but is just some information about how powerful "Trusting Relationships" can be.

I just finished seeing a very unique and fascinating documentary on "National Geographic TV" on a guy, "Kevin Richardson", who runs a private wild-life sanctuary called the Kingdom in South Africa. The Kingdom houses lions and hyenas and Kevin cares for them in an unreal manner.

I picked the following words from his website: http://www.lionwhisperer.co.za/

"As a self-taught animal behaviorist, Richardson has broken every safety rule known to humans when working with these wild animals. Flouting common misconceptions that breaking an animal’s spirit with sticks and chains is the best way to subdue them, he uses love, understanding and trust to develop personal bonds with them. His unique method of getting to know their individual personalities, what makes each of them angry, happy, upset, or irritated-just like a mother understands a child-has caused them to accept him like one of their own into their fold".

Dude - Get me the Coffee!!!

I was recently on a short vacation to Thailand and was almost shocked at the courtesy and customer service orientation of the folks who worked at hotels, restaurants and shops there.

We were staying at a Courtyard Marriott and went one morning for breakfast. we promptly had a hostess invite us very politely, and request us to find a place. The problem was we couldn't find a place and came back to the hostess. The hostess apologized profusely and went around looking for a place and came back and told us that there was no place - we already knew this as we had done the rounds. So I asked her, if we can reserve a table and come back. She said that they don't accept reservations for breakfast. Ok - we asked her what we should do. She had no clue. So I told her that we would wait for a few more minutes and see if someone gets off a table and we would just grab it. We did exactly that.

Again, we had a very polite waiter come and greet us - we told him to get the table cleaned. Again, the guy was polite, apologetic, but took a really long time to clean the table and set new place-mats and cutlery for us. Since it was a buffet, we quickly grabbed our food. The waiter approached us again and asked if we wanted something to drink - Coffee, tea etc. We asked him for 2 coffees. he said "Rightaway Sir' and went. After about 10 minutes, I waved my hand towards the waiter - he promptly came and I asked him about our coffees. He profusely apologized and said he will be right back. 5 more minutes passed and I could see the waiter literally going from table to table, apologizing to everyone for something or the other. It seemed to be a case of the waiter going to anyone who called him, but not really doing any real work. We finally got our coffee - cold. We did not even bother to drink it or call the waiter back as we knew how the events would play out.

This was a classic case of "Inefficient Politeness/Courtesy" - Given a choice, I would have preferred a waiter who was efficient, but not very polite rather than a very polite waiter, but a really inefficient one. This type of event played out repeatedly at a few restaurants we visited, with the hotel check-in staff etc.

This was a classic case of "Artificial Recognition" of us as customers - the waiters/staff were very polite, courteous & well meaning, but just didn't deliver the goods. I wondered how many managers treat their employees this way - telling them all the time "Thanks", "Great Job" etc., but when it came to things that mattered - appraisal ratings, promotions, training opportunities, project opportunities etc., they just don't work/push hard enough to deliver. This seriously dents their credibility and creates problems for them.

Managers & Employees

I have wondered what goes through an employee's mind when they get a phone call from their manager, when they are not in the office. Are they eager to pick the call or do they wonder "what the hell does the id**t want now?". The same probably holds good when the manager stops by the employee's desk or calls them into their office.

I quizzed a dozen people managers on the interactions they have had with their employees lastweek (the last 5 days). Everyone said that they spoke with their most of their employees a few times during the week. The nature of the conversations were all very work specific - what is happening with customer A's issue? What is the status of Project X? Have you received the payment from Customer B? Did you meet with C? etc. I asked them if they spoke with them on anything that wasn't a status update or specific work query? Yes, we spoke the weather, a new restaurant which has opened, the new movie that was released etc.

The purpose of each of those conversations with the employee was to enquire about the status of a work activity. Everything else was meaningless chit-chat. The employee knows why the manager was really talking to him/her and the manager is also pretty clear about the purpose of the conversation. If this is the case, why are we even surprised if an employee does not really look forward to a call from his/her manager.

If an employee receives a call from their manager and the purpose of the manager's call is to inform the employee that he will be getting a spot reward for a specific activity he did last month, or if the purpose is to just say "Thanks" for something the employee has done, would'nt the employee's attitude towards the manager change over a period of time. Would'nt these simple acts on a consistent basis transform the Manager-Employee relationship over a period of time?

What can the HR organization do to support this? Create a easy to use Recognition program that incorporates no cost "Thank You" Cards, low value spot awards, which can be used by a manager at his/her own discretion.

Designing a Service Awards Program for your Organization

How do you go about designing a Service Awards program for your organization?

The 3 big factors you need to consider are:
1) Which anniversary milestones do you want to Recognize?
2) How should the employee be Recognized for each of those milestones?
3) What should be the Award and how much should you spend for each of the milestones?

The easy answers to the 3 questions are:
1) Which anniversary milestones do you want to Recognize?
a. Use 1, 3, 5, 10, 15, 20, 25 & 30 years (and so on in multiples of 5) as the milestones for which an employee would be recognized and receive some sort of an award.
b. For the other anniversaries (2,4,6,7,8,9 and so on), you may want to introduce an automated anniversary advisor sent o the employee and/or the manager. So the recognition would come from the manager.

2) How should the employee be Recognized for each of those milestones?
a. For the minor milestones (upto say 10 years), the recognition could be at the team level, with the employee’s manager speaking a few words about the employee and handing over the award to the employee.
b. For the major milestones (10 and above), the recognition could be at a large organization wide event, with a member of the senior management handing out the award to the employee.
c. For the non-milestone anniversaries, the Recognition would come from the manager sharing a few words with the employee one-to-one and handing out a voucher if applicable.

What you define as “Major” and “Minor” milestones need to be based on what you can sustain from an budget/administration perspective, even 10-15 years later. So it is better to be conservative when you launch the program rather than pullback on the recognition at a later stage.

3) What should be the Award and how much should you spend for each of the milestones?
a. For the milestone awards, I would recommend an emblematic award of progressively increasing value alongwith a material gift/cash award/voucher, again of progressively increasing value. You can start with a budget as low as 250-500 bucks for the Year 1 anniversary and progressively increase the budget for each additional milestone year.
b. For the non-milestone anniversaries, you can send a voucher for say, 100-400 bucks for the manager to take the employee out for coffee/lunch. Even if your budget won’t allow for vouchers, I would still recommend that the manager atleast call the employee and wish him on the anniversary date.

For service Awards, I would strongly recommended forecasting a budget for 10-15 years and ensure that you don’t make changes for that period.

Like I mentioned, the answers above are the easy ones – you need to use them as a guide for creating something that will work within your organization and culture.

More Recognition Money for managers who use Recognition better

During a recent conversation with a CHRO of a 25,000 employee size company, the CHRO made a very interesting point. In his company's recognition program, he wanted to give more recognition budgets to those managers and teams who use Recognition more effectively in a consistent manner. The logic and the reason behind his idea were sound. But how do you practically do this? I am an advocate of consistent Recognition and recommend clients to do Recognition even in bad years. But why do you waste money with managers who do not use Recognition meaningfully. Thinking about a practical way to implement this, here is what I came up with.

Rather than providing different Recognition budgets, what can be done is to link the Recognition event spend to how well a manager/team uses Recognition. This will serve 2 purposes - Every employee gets access to the same Recognition opportunities and the award budgets are consistent. But the ones who use Recognition better get more money for the Recognition events, allowing them to create more excitement, better food, maybe hiring a professional performer etc. With a better event, other teams are going to question their managers/leaders on why their team can't do a bigger event and this will force the leaders/managers to try and use Recognition opportunities available to them more meaningfully.