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Shuck: EVP explores the optimal way to recognize employees

Posted By By Jess Myers, RPI, Wednesday, November 15, 2017
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If you want to win football games, it’s simple. Just look at what Tom Brady does, and do that. If you want to make money, study what Warren Buffet does, and copy it.

If only life worked that way. It does not.

In his recent webinar hosted by RPI, noted recognition expert and researcher Brad Shuck, PhD, notes that copying the practices of what other successful companies have done to reward and recognize employees doesn’t always work. Your efforts are more successful when they are rooted in principles, not practices.

“Recognition is not about parties or casual Fridays, it is an underlying message of value that tells people they matter,” said Shuck, who is an associate professor of human resources and organization development at the University of Louisville.

In his new RPI-sponsored webinar, entitled “New Rules of Recognition: Moments You Can Leverage,” Shuck tells his audience that successful recognition is less about individual initiatives and more about creating a strong winning workplace culture that can be sustained over time.

“There are lots of ways to recognize employees, but what are the optimal ways to do it?,” he asks early in the presentation, then proceeds to answer his own question.

Shuck believes strongly in the concept of Employee Value Proposition (EVP), which asks why a talented person would choose to work in a given workplace. EVP puts the responsibility on the employer, not the employee, and it strongly encourages not only getting talented people in the door, but keeping them engaged once they are in the door.

He states some important numbers related to EVP, noting that 93 percent of employees who feel recognized and appreciated say they will go above and beyond on behalf of their employer and 91 percent are unlikely to leave.

“EVP breeds and fosters creativity, and encourages employees to give their best ideas,” he said. And creativity is at the heart of his call for a principle-based strategy around employee recognition. It’s easy to look at a renowned company like Google, which famously offers employees three meals per day and has offices with rooms for gaming and napping, but that model is not one that every office can easily or practically replicate.

By objectifying the practices of other companies, Shuck feels you may miss the human element, hence his call for focusing more on principles and establishment of organizational culture rather than focusing on the practices that others use to attract and retain good people.

The full webinar is available free to RPI members in the RPI Learning Center. For more of Dr. Shuck’s insights, his Twitter handle is @drbshuck.

Tags:  culture  engagement  human resources  organization development  recognition principles  recognition research  Shuck  talent development 

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CRP Success Story: Jami Young, Asurion

Posted By By Jess Myers, RPI, Wednesday, October 18, 2017
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The mantra of life-long learning is alive and well in Jami Young, CRP. A senior manager of customer solutions engagement at Nashville-based Asurion, Young completed her CRP certification nearly a decade ago. But through the many resources available in the employee recognition world, her skills are in a state of constant updating.

If you own an insurance policy on your smartphone, there’s a good chance you’re an Asurion customer. The company, with around 10,000 employees in the U.S. and Canada, offers technology insurance policies. Young handles rewards and recognition for their call center operations and had been there for two years.

“I was able to come in and implement a system of measurements and involve our executive leadership in recognition,” Young said. “I needed to make sure we’re able to change as the business changes. I had training that was very conceptual, and now that I’m in it I see the importance of the structure involved in the recognition strategy model. When you’re in this role it’s such a collaborative effort and you have to able to show value at every step. I feel like CRP training was a huge driver  in that.”

Her CRP journey began nine years ago in Texas as Inspirus, where she worked with Theresa Harkins.

“Because Theresa was a certified trainer, we actually got to do CRP certification on site, which was really cool,” Young recalled. “That was my first jump into CRP training and I loved it. I feel it taught me a lot about why my customers were the practitioners of recognition, why it was important, how you show value to the rest of your organization and then how you start from scratch.”

Nearly a decade later, Young uses what she learned in the CRP program regularly.

“If I get in a rut, I have all of my CRP notebooks on hand and I’ll pull them out,” she said. “If I have to create a communications plan or a training program, I’ll pull out my CRP notebooks to see what the industry says and what my training says about the best practices in those areas.”

And the information available from RPI is an additional wealth of continuing education.

“I go to the RPI website all the time. There are really great whitepapers and presentations that you can review to see what other teams have done,” she said. “When it comes to this industry there are a lot of different ways of doing things. I’m not a HR professional, I’m an employee engagement professional. I’ve been on the operation support side of things, but I can get a lot of great information about what other companies do to drive recognition from the RPI website.”

A regular attendee at the RPI conference, Young said that with experience comes a propensity to tell colleagues about CRP certification and what a benefit it’s been in her career successes.

“It’s always going to be a part of what I do,” Young said. “I drank the Kool-Aid about recognition a long time ago so any chance I get I’ll push the certification to help people think about how they provide value. I think of CRP as a great way of helping strengthen our team. I want others to drink the Kool-Aid as well and I think RPI is a great way to do that.

 

Tags:  7 Best Practices  CRP  employee engagement 

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IRF Whitepaper

Posted By Jess Myers, RPI, Monday, September 25, 2017

There’s a running joke in the sports world that when a player is holding out for a better contract, and they say “it’s not about the money,” that means it’s totally about the money. But when successful companies focus on recognizing and rewarding their top employees, it seems that experts agree it’s not about the money.

In a recent whitepaper from the Incentive Research Foundation, they conducted an intensive study of the 10 things that top performing companies do differently. They found that among the best of the best, things like smart budgeting, strong support, advanced analytics and innovative design are all important factors. But among the top performing companies – defined as those that have high revenues, good growth, excellent customer ratings and excellent employee ratings – the most important thing they do well is treat their own people right.

From the study, the top factor in company success is “They have a strong belief in non-cash rewards and recognition.”

“When asked about their attitudes toward non-cash rewards and recognition, respondents at top performing companies were—across 11 metrics—significantly more likely to strongly agree with the benefits of non-cash rewards,” the study summary noted. “Notably, top performing companies were over 20% more likely to assert that their non-cash reward programs were effective recruitment, retention, and engagement tools. Top performing companies were also over 30% more likely to believe that their non-cash reward and recognition programs effectively influence behavior.”

IRF did a deep dive into successful companies to compile the study, reviewing more than 900 entities and selecting just over 300 of them for inclusion. The standards were strict. To be included companies needed $100 million of more in revenue, a revenue growth or stock price grown of greater than 5 percent, a customer retention rate of better than 90 percent or customer satisfaction of greater than 90 percent (along with a new customer acquisition rate of 5 percent or better), and employee satisfaction ratings of 90 percent or better.

The study found that top companies do things dramatically differently for their employees in terms of non-cash rewards and recognition. It echoes the mantra of countless RPI members about the growing importance of creative and consistent employee recognition, especially in this job market where attracting and retaining top talent has rarely been more challenging and important.

For more information and to download the full report, visit the IRF website.

Tags:  ertified Recognition Professional  ncentive Research Foundation  PI 7 Best Practices  recognition research  uman capital performance 

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Empathy Is Key To Successful Employee Recognition

Posted By Jess Myers, RPI, Wednesday, September 6, 2017

A quote from Aristotle reminds us to “Know thy audience.”

But what would a philosopher who has been dead for more than 2,300 years know of the modern business and recognition world? More than you might think, Klein relates, in a 45-minute webinar he delivered for RPI in the summer of 2016. His presentation is all about empathy, and its importance in designing employee recognition programs that are effective.

“We are all designers in everything we do,” said Klein, who was formerly director of client solutions for Maritz. “We design experiences, solutions, products, and customer touchpoints. We are even designing ways to get our teenagers to do their homework.”

Any good design begins with empathy, and success comes when we know the person for whom we are designing. Experts stress the importance of knowing the whole person, not just their economic motivation.

To illustrate this need for things both monetary and non-monetary, Klein cited the work of the late Paul Lawrence and Nitin Nohria of the Harvard University School of Business. In their book “Driven” the authors note four drivers of human behavior:

  • Acquire – the need to collect things, status and possessions
  • Defend – the need to hold on to what we have acquired
  • Bond – the need to be socially connected and be a part of a community
  • Create – the need to make a difference, and to be able to contribute

To help feed those needs in a recognition program, you should feed all four self-interest drivers to some extent. However, the key is to understand what people desire. That, again, is where empathy comes into play. If you are able to step into the shoes of another person and understand their perspective, you are better able to meet their wants and needs.

You don’t step into another’s shoes by imagining what they like, what they want, what they need. In the webinar, he detailed the methods used to learn about others – things like research, observation, playing the role of the customer, and other effective tactics that make you better at taking in the perspective of the subject.

There is much more about the effective use of empathy available by viewing the webinar. It is one of many available on the RPI website.

 

 

Tags:  Design Thinking  Empathy  Human Behavior  Human Resource Strategy  Motivation  Recognition Strategy 

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Charlotte Blank: Knowing Human Behavior Aids In Recognition Efforts

Posted By Jess Myers, RPI, Monday, August 21, 2017

We are all unique individuals, with our own tastes and preferences and voices. But a study of human behavior shows that people are remarkably similar in their ways of reacting to certain stimuli. Knowing those similarities and using them in developing recognition and rewards can greatly benefit your organization.

That was the primary message conveyed by Charlotte Blank, chief behavioral officer of Maritz, in a recent webinar hosted by RPI. Blank is a highly-regarded expert and speaker who leads Maritz’s practice of behavioral science and innovation through expert applications of social psychology and behavioral economics. Her passion is exploring the truths about human nature and discovering what “makes us tick.”

She began with a study where people were asked to complete a complicated set of tasks on paper – a lengthy and time-consuming effort, for which they were compensated with a decreasing amount of cash each round. The researchers studied how long the workers would persist, before giving up the task. Upon completion of the tasks, they were told to turn their paper in to an instructor at the front of the room. The instructor reacted to the papers being turned in one of three ways:

  • with a simple nod of acknowledgement
  • with no reaction at all
  • by dropping the completed paper into a shredder

Somewhat predictably, the subjects whose papers were shredded were the first to give up. Those whose work was ignored, came in a close second. Interestingly, those whose work was acknowledged with a simple nod of the head persisted much longer than did those who had been ignored, or those who had seen their papers shredded. The lesson, Blank said, is that well beyond compensation, acknowledgement matters, and gives people’s work a sense of meaning. Even a simple nod goes a long way.

The webinar explored important questions, like what makes someone take the time to recognize another’s efforts? Why is this so important? How can firms create a culture of gratitude and recognition?

The scientific study of human behavior reveals fascinating insights into the motivation of recognition – and surprisingly simple tactics to nudge behaviors that contribute to this virtuous cycle. A huge part of Blank’s work is to learn how taking a scientific approach to recognition can enhance employee engagement in the workplace.

For example, it’s human nature that most people are delighted by receiving an unexpected gift. Studies in the workplace have shown that gifts can be as efficient a tool as adding another worker in terms of boosting productivity. If part of a worker’s payment for a job is framed as an unanticipated gift, it predictably boost output and job satisfaction.

Blank also espouses the power of the nudge – a small change to the environment that can have positive outside effects on behavior. Among the tactics she advocates to make a positive change include:

  • Using image-based vision statements. For example, an abstract notion like “delight our customers” is less powerful than an image-based statement like “put a smile on every child’s face.”
  • Operational transparency. People better understand the value of something if they see the work and the steps that are taken on the way to the finished product. An example of this is restaurants that have a window into the kitchen, so diners can see the steps being taken to create a meal, and better understand the value of it.
  • Make recognition a social norm. Behavior studies show that often people like to conform. So for example, a hotel room sign asking people to re-use their towels is less effective than a sign stating, “Most guests staying in this room re-use their towels.” If we feel similar to others, we are more compelled to do what others do.

With years of research behind her, Blank has much more to offer and share on the topic. Her most recent webinar and additional contributions she has made to the field of study are available for RPI members at www.recognition.org.

Tags:  Charlotte Blank  Maritz  recognition 

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CRP Graduates Tout The Certification’s Value

Posted By Jess Myers, RPI, Friday, August 11, 2017

Since its launch a decade ago, recognition professionals from every corner of North America have learned the value of certification to their career and their organization’s employee engagement success. Recognition Professionals International made all of its Certified Recognition Professional® (CRP) courses available online in February, to grow our graduate community.

In recent weeks, several recognition professionals have offered their testimonials about CRP, and the value it provides in the profession:

“Since becoming a Certified Recognition Professional nine years ago, I have used the knowledge, expertise and industry best practices I gained to help my clients structure award-winning, sustainable programs.  Each year RPI offers opportunities for professional development that allow CRPs to remain on the cutting edge of this dynamic industry and I am grateful to be a part of this thriving community.” – Dee Hansford, CRP, Dee Hansford Consulting.

“I have found the CRP certification to be valuable not only to my professional growth, but most importantly a great benefit to the clients that I support. The certification has given me the confidence to guide clients to best practice recognition solutions. This is critical for building a culture of appreciation and the long-term success of their recognition initiatives.” – Kelli Johnson, CRP, Launch Manager, O.C. Tanner Company.

“Having worked in and out of the recognition industry for the past 15 years, it wasn’t until I went through the certification process that I fully understood the systematic methods and strategies of recognition and incentives. Obtaining my CRP and going through recertification has provided a fundamental foundation as well as competencies required for implementing and assessing programs/campaigns.  If you are thinking about pursuing your certification, just GO FOR IT!”  – Lori Rains, MA, CRP, Senior Program Manager, Spear One.

“Obtaining my CRP was the icing on the cake when I was called to write a reward and recognition program for over 10,000 employees. Having the resources and materials to reflect on my learning ensured that we had a quality recognition program using the best poractice standards.  I encourage anyone who has a passion or their job supports reward and recognition to take the RPI CRP program.  The networking and information is invaluable!  Thanks RPI.” – Carole Erken, CRP, Director of Human Resources, Kaiser Permanente.

“Going through the RPI certification was certainly a turning point in my career. As a solutions provider, it was extremely beneficial to learn more in depth about the science behind recognition and study the countless examples of what drives success. There were many ‘A-ha’ moments throughout. The focus on seven best practices and why they are crucial to a successful recognition program forms the basis of what RPI is all about. Amazing organization, I’d highly recommend the CRP courses they have certainly helped in my career, by influencing our internal strategy for recognition as well as how we deliver for our clients.” – Mark A. Prine, CRP, Vice President, National Accounts, EGR International Inc.

Goals of the CRP program include:

  • To raise the professional standards of those engaged in employee recognition.
  • To encourage continuing education for professional development.
  • To encourage self-development by offering guidelines for achievement in the employee recognition profession.
  • To identify and award special recognition to those persons who have demonstrated a comprehensive knowledge of those principles and practices of employee recognition and also laws governing and affecting employee recognition.

CRP designation consists of four courses and exams. All CRP candidates receive the comprehensive learning guide which includes valuable templates, worksheets and case studies that can be utilized to implement a recognition program based on RPI’s Seven Best Practices. Each course is $595 for practitioner premium/business partner members; $750 for basic RPI members and $795 for non-members. Until October 1, 2017, participants can save $75 on each course by using the promo code “Recognition17” when registering.

CRP designation demonstrates to leaders, peers and clients a commitment to continuing education and excellence in the discipline of workforce recognition. RPI’s program is renowned as the most comprehensive, authoritative resource for individuals seeking to develop and test their skills and knowledge within this field.

RPI offers a webinar featuring additional testimonials from several CRP graduates. For more information, please visit the official RPI website, www.rec

 

Tags:  certification  CRP  employee engagement  recognition strategies 

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Planning Underway (Already) for 2018 RPI Conference

Posted By Jess Myers, RPI, Friday, August 4, 2017

From first-time attendees to long-time veterans of the trade, RPI consistently receives great feedback on its annual conference. The gathering held in late April and early May on this year in Fort Lauderdale, Fla., was a continuation of that trend, with folks heading home from the Sunshine State with great things to say about the gathering.

“This was my first RPI conference, but it will not be my last,” said Beth Baroody, the reward and recognition coordinator for George Mason University in Fairfax, Va. “To have to opportunity to learn from and network with others in the growing field of recognition was invaluable. I made contacts with speakers and attendees who have been a resource even after the conference.”

The 2018 RPI Conference is still more than 250 days away, but planning and preparation for the gathering has begun already. The venue is shifting from the ocean (Florida) to the Opry (Tennessee), with the conference beginning on April 29, 2018 at the Loews Vanderbilt Hotel in Nashville. And while the program will again feature an amazing lineup of speakers and sessions, it also presents an opportunity for participants like you to be part of the show.

RPI invites you and your team to submit a topic for consideration as a conference breakout session speaker. The presentations generally focus on strategies and tactics to motivate employees through recognition, program measurement and performance improvement. We look for first-hand stories of company/organizational benefits of a recognition program, and related topics, and place great value in people with on-the-job experience in what works and what needs work to tell their stories. Attendees are looking for real-world stories and want to know what you’re doing in your company. You will have the opportunity to share your expertise and experience plus the ability to enhance your professional credibility while serving the profession. In the coming weeks we will be telling first-hand stories from past conference presenters and attendees, how the information offered and gained was a benefit.

The deadline for presentation proposals is October 30, 2017, and much more information can be found on the RPI website.

And if you have not already done so, mark your calendar and make plans to attend the conference, which runs from April 29 to May 1, 2018. There are many new and exciting format changes coming and we fully intend for this to be our best conference ever. Also, look for new super saver registration rates for early registration which will open in September.

Tags:  7 Best Practices  recognition strategy  RPI conference  workplace engagement 

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Saunderson: Stop Trying to Create a Culture of Recognition

Posted By Jess Myers, RPI, Monday, July 31, 2017

We hear the word “culture” tossed around plenty, especially in the context of companies, and the drive to create a culture of recognition. It sounds nice, but it’s a fruitless use of time, when one considers the nature of cultures, says one prominent recognition expert.

Roy Saunderson, the Chief Learning Officer for Rideau Recognition Solutions, admits that he’s always been a big believer in culture, but he disagrees with efforts to create a culture of recognition.

“I believe a culture is what your organization values, the explicit ways in which we do things in an organization, and that culture drives recognition giving practices and use of the programs,” Saunderson said in a recent interview. “I think you can only have one culture.”

Having been in this industry for more than 20 years, Saunderson acknowledges this idea is a departure from earlier in his career. He once taught the idea that you could create a separate culture of recognition in an organization. Today his beliefs have evolved.

“When I first started I used to have a whole workshop on how to create a real recognition culture, and actually several years later I had to refute that, and say that I don’t believe what I once said and I need to tell you why,” said Saunderson, who has been a member of RPI’s Best Practices Committee for a decade. “The post I wrote said ‘How many cultures can you have?’ I believe culture drives recognition. The organizational culture drives recognition, either for the good or bad, and recognition reinforces that culture.”

Saunderson believes the clearest example of culture driving recognition is in the healthcare industry, and knows the territory, having been a Speech-Language Pathologist earlier in his career.

“Healthcare is notorious for not doing a good job in recognition. When you look at the culture at a healthcare institution, they are so focused on patient care, which is wonderful. The irony is that the caregivers and nurses are so focused on serving that same patient, where does that recognition come from?” he asked, rhetorically, noting that the most common recognition healthcare professionals receive is from their patients. “And so no amount of culture is going to make that change, unless we’re saying ‘We have some of the best employees to serve our patients, now start putting the employee first.’ Patient satisfaction is an outcome of how we treat our employees, rather than the focus.”

Saunderson’s idea is a simple one: stop trying to create a culture. Instead focus on employee recognition, and from that engagement will flow. Employees will see your culture in the way they are treated, and that will reflect in the way your organization works, for better or worse.

“So how you organize your culture, your values, and the whole purpose for why you are in business, will just emanate throughout the whole organization,” he said. “Your people will know whether you care about them or not. Learn from the challenges of the healthcare industry, where employees often think that the organization focuses so much on the patient, they forget about us.”


A video sample of Roy Saunderson’s presentation on “Real Recognition, Real Results” can be found here.
“Real Recognition, Real Results” can be found here.

Tags:  best practices  communications  Culture  recognition strategy 

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RPI Success Stories: CalSTRS

Posted By Jess Myers, RPI, Wednesday, July 12, 2017

Established more than a century ago, when much of the Golden State was still the nation’s unexplored frontier, the California State Teachers’ Retirement System (CalSTRS) has grown to serve more than 900,000 educators in the nation’s most populous state. As of 2017, CalSTRS is the largest teachers’ retirement fund in the nation, providing retirement, disability and survivor benefits for educators who cover every level of schooling from pre-Kindergarten to community college.

With a portfolio worth nearly $200 billion, CalSTRS is the 11th-largest public pension fund in the world. It’s also a great place to work as evidenced by CalSTRS receiving the 2012 Best Overall Program award by RPI. CalSTRS, headquartered in West Sacramento, Calif., receives honors like that one due in part to successful employee recognition programs based on the Seven Best Practice Standards.

Assessment

Their journey to better employee recognition began in 2008 when CalSTRS made a commitment to creating a culture of recognition. Part of their employee survey is devoted to recognition questions. They also did focus groups and spot surveys to determine recognition preferences and which existing programs to keep.

As a result, they transformed highly-valued programs that dealt with internal and external customer service, yet kept the personalized elements that staff and managers found meaningful (example: balloon deliveries to an employee’s work location).

The Recognition Design Teams saw the need to reinforce Core Values, so they designed a specific informal program to recognize the desired behaviors and actions.

Recognition Strategy

Through extensive benchmarking with private and public-sector industry leaders, internal surveys and the efforts to two employee design teams, CalSTRS established a thriving culture of appreciation with active use of seven recognition programs within the strategic recognition platform.

Virtuosity – CalSTRS Powered by You

The CalSTRS Employee Recognition Program theme, Virtuosity, was developed to support and enhance the CalSTRS brand, and specifically to communicate appreciation to the staff for their valuable work.

From their own materials:

Vision – Our culture of appreciation powers a thriving workplace where each person is valued.
Mission – We design and deliver fully integrated recognition programs, processes and tools that support our Strategic Business Objective 4.2: being a destination employer, as well as our Balanced Score Card strategic initiatives.


The CalSTRS case study is included in the course materials in the Certified Recognition Professional program. For more information on CRP certification, please visit http://www.recognition.org/?page=crp_certification. To view a webinar on CRP, click here.

Tags:  culture  recognition  recognition strategy 

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Four Things You Need in Your Recognition Marketing Plan

Posted By Jess Myers, RPI, Monday, June 26, 2017

From his base of operations in Toronto, Jason Thomson thinks differently about employee recognition because he comes at it from a different place. The chief instigator for Jigsaw, Thomson comes to the trade from a background in marketing, and takes a marketing-based approach to the employee engagement world.

Thomson stresses that successful recognition marketing plans need four key considerations, and he broke them down by asking four key questions in a webinar he presented for RPI recently. Your plan does not need to be complex or overly crazy, but it can benefit from having a goal, investing in the right channels, developing interesting messages, and focusing on the language that is used most effectively.

Goal (Or, “What are we trying to prove?”)

Start by determining what you want your marketing to do. You may want to build your brand, or drive usage of your recognition program, or make the program more relevant, or drive financials. Make your goal specific, make it measurable and make it attainable. Base your goals on your past research and on your current initiatives. Think of your goal like the bullseye on a dart board. The strategies you use to hit that goal are like your darts.

Channels (Or, “Where can we put it effectively?”)

When trying to reach an internal audience, be creative. Thomson has used multiple unique and visible channels to reach employees, including table tents, stickers, floormats and banner ads. Think hard about placement, about which channels will be most effective in meeting those predetermined goals. Then be smart about the “where” of your message. It’s also important to look for influencers within your organization – Thomson equates it to the “cool kids’ table” in the school lunchroom and use them to spread the word.

Messages (Or, “How do we say it?”)

When you’re developing content, be consistent. Thomson stresses the importance of making a plan, in the form of an editorial calendar, and sticking to that plan in a consistent way. He likes monthly themes, which get people involved, but change often enough that they keep people interested. And the best way to keep people interested is simply to be interesting, so take some time to brainstorm on messages that will catch and keep the attention of the target audiences.

Language (Or, “Which words can we use most effectively?”)

Each office, each industry, has its own lexicon of terms that mean one thing to a certain group of people. Focus on those words, and how to make the most of them in getting your message across. That includes deciding on a style for your organization (which words get capitalized, for example) and a word menu of terms to use effectively and terms to avoid. And Thomson stresses the effective use of talking points – those one-sentence messages that effectively convey what you’re trying to say, and that reinforce the message.

For more information, please visit the RPI website at Recognition.org. Premium Practitioner Members and Business Partners get full access to almost 30 on-demand webinars. Basic Practitioner Members which is free get limited access to webinars.

Tags:  7 Best Practices  Communication strategy  marketing 

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