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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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Recognition Communications That They Will Actually Read

Posted By Jess Myers, RPI, Monday, June 19, 2017

A year ago it was estimated that on average, the American worker gets 88 emails in their inbox every day. Of those, 76 of them are work-related, with another dozen classified as personal or Spam. In the 12 months since that number was determined, it’s almost certainly gotten worse.

So amid that daily tsunami of electronic mail, how do you create and distribute recognition messages that your target audience will actually read? That was the question posed, and answered in a 2016 RPI webinar that’s available for association members.

The 45-minute webinar is presented by Jessica Schwaller and Katherine Shick of Kforce, Inc., a Florida-based professional staffing firm which has been a Best in Class award  winner  for Standard 1:Recognition Strategy and Standard 4: Communication Plan for RPI’s Best Practice Awards.

To cut through the clutter that fills our inboxes every day, and create recognition programs that get noticed, they first focus on the company’s mission, which stresses that Kforce employees are recognized, inspired and valued.

Some tips from the Kforce recognition team:

  • Be creative
    • Subject lines are what first catch someone’s attention. Focus on them, as the front door to your email communication and your first opportunity to catch someone’s eye.
    • Brainstorm with your team over coffee, and look for ways to make an emotional connection.
    • Think outside the normal world of day-to-day corporate communications.
  • Have goals
    • Among their stated goals for employee engagement programs are to create company awareness, to recognize performance and to positively change behavior.
    • Measure your success by looking at things like how many emails were opened, how many links were clicked, etc., and learn from the success or lack thereof from various campaigns.
  • Be audience aware
    • If you’re recognizing an employee (we’ll call him Steve) the message you send will surely be interesting to Steve. But work to make it engaging and interesting to Steve’s co-workers as well.
    • Tell the whole story, including Steve’s background, and what Steve did to deserve recognition, so others see an example they can emulate.
  • Try different vehicles
    • Email has become the standard for office communication, and it’s very valuable, but don’t limit yourself to email.
    • Use your company intranet. Send a postcard (everyone loves mail). Use your phone and YouTube to create a fun video. Hand out printed fliers in the office.
    • And think about where you can use those vehicles, beyond just the recipient’s cubicle. Be creative with office common areas, and even outside the office to reach employees.

Schwaller and Shick use myriad examples of Kforce initiatives that give supervisors freedom to acknowledge the subculture of their own groups, and to provide input to tailor messages and efforts that are timely, touching and telling. They provide many examples in the webinar which have proven to be valuable to recognition professionals as they work on eye-catching efforts in their own settings.

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:  est Practice Awards  mployee engagement  ommunication Strategy  RPI 7 Best Practices  ulture 

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Don’t Get Skunked: The Health Risks of a Dysfunctional Workplace

Posted By Jess Myers, RPI, Friday, June 9, 2017
You come home from the stereotypical “bad day at the office” feeling like you need a drink to calm down. You eat a big meal – bigger than normal – to take some comfort and forget about the stresses of the workplace. That night, you have trouble getting to sleep, replaying the previous day’s workplace stress in your head. Happens to all of us, right?

If that happens routinely, you might be getting “skunked” by a dysfunctional boss, or a dysfunctional workplace. That’s the term coined by Brad Shuck, an associate professor in the University of Louisville’s Department of Educational Leadership, Evaluation and Organizational Development has coined for bad workplaces that literally can be hard on your health.

If you’ve ever come across a skunk in the wild and felt the full brunt of their natural defense mechanism, you know what a smelly situation it creates. You let off an odor that affects those around you, and you need help and time to get that stench off.

The effects on your long-term health from working in a challenging environment can be similary damaging.

“Think about incredibly high stress, high pressure work environments,” Shuck said in a recent radio interview. “The mechanisms that people use to cope with that stress – excessive drinking, overeating, a lack of exercise – can directly contribute to long-term health problems like diabetes and high blood pressure.”

Shuck, a renowned expert on employee engagement, is co-author of a study on the topic entitled “Skunked: An Integrative Review Exploring the Consequences of the Dysfunctional Leader and Implications for Those Employees Who Work for Them.” He developed the term, along with co-authors Dr. Kevin Rose, Dr. Matt Bergman and Dr. Devon Twyford. In the study, they noted that somewhere between 13% and 36% of employees in the United States work with a leader whose approach could be described as dysfunctional.

That’s trouble, not only for the employee, but for the company when you consider long-term healthcare costs.

“The essential idea is this: when you work in a place that is dysfunctional, meaning high chronic stress and lots of negative things going on, that impacts your long-term health,” Shuck said. “Leaders who work in these kinds of places are called ‘stinky’ leaders.”

Shuck jokes that “stinky” is not exactly an academic or highly technical term, but sees it as fitting.

“A dysfunctional boss will do the same to their employees as a skunk does to people in the wild,” Shuck said. “It takes a real effort and intentional healing to move on from a dysfunctional work situation.” The good news is that for the first time, research by Shuck and others is able to show a real return on investment for companies who intentionally develop engaging places to work. If employees are engaged, feel appreciated and are happier at work, they’re healthier. Productivity and profitability go through the roof. Higher levels of engagement equates to better workplace health.

As Shuck notes, even for a medium-sized company, the potential savings in healthcare costs alone run into the millions.

So if those bad days at work are becoming more frequent, and leading to unhealthy behaviors, he stresses that employers and employees alike should be aware, and make sure they’re not getting skunked in the workplace.

Tags:  Culture  Human resources  Leadership  Management responsibility 

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Business Case Data Shows Employee Recognition Value

Posted By Jess Myers, RPI, Monday, June 5, 2017
Small Doses Archive

There are many recent studies that show the impact of highly-engaged employees to the organization, and the impact recognition has to increasing engagement. You need this data when building your business case for recognition.

Here are a few examples:

Gallup Employee Engagement Study – July 2015

  • “Gallup categorizes workers as ‘engaged’ based on their ratings of key workplace elements that predict important organizational performance outcomes. Engaged employees are involved in, enthusiastic about and committed to their work.”
  • “Employee engagement is directly influenced by their managers’ engagement.”
  • “The percentage of U.S. workers engaged in their job continued to hold steady at 31.9%...but is higher than it was in 2011-13.”

Fortune’s Best Companies to Work For shows over two times better stock returns than the general market.

The Ultimate Guide to Employee Recognition by Achievers

  • Engaged employees perform 20% better and are 87% less likely to leave their organization.
  • Organizations with high engagement rates are 78% more productive and 40% more profitable than those organizations with low levels of engagement.
  • 80% of employees stated recognition is a strong motivator of work performance and 70% stated they would work harder with continuous recognition.

Internal Business Case

Obviously there are numerous studies supporting the value of recognition to the bottom line. Sometimes, it is even more powerful to have a study inside your organization.

If you measure employee engagement, or some other type of assessment that looks at how willing an employee is to spend extra time and effort, if they speak positively about the organization and if they say good things about your organization, you can use that as a beginning point.

Approach:

  • Results-neutral…take an unbiased view of the outcome. Understand the relevance of the engagement measure.
  • “So what?”…identify practical steps to improve business performance through behaviors measured on the survey.
  • Scientific approach…control for as many of the variables that affect both engagement and measures of business performance.
    • To accomplish this, select one business or department;
    • Work with the production and finance teams to gather clean, accurate performance data for the analysis;
    • Keep the data collection confined to one specific region to avoid the culture bias;
    • Ensure the business is big enough to give a large enough snapshot;
    • Assure the metrics used are rigorous and consistent.

Compare locations of the business units that score above a certain score and below a certain score on the employee engagement type assessment by such things as turnover, efficiency, shrink (product loss), return on investment (or other overall financial measure), safety and customer loyalty/satisfaction.


The business data case studies and internal survey samples are 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:  CRP  engagement  recognition business case  ROI on recognition strategy 

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RPI Success Stories: Cleveland Clinic

Posted By Jess Myers, RPI, Tuesday, May 30, 2017

Founded nearly a century ago, in 1921, Cleveland Clinic has grown from a small surgical practice into one of the world’s most renowned names in healthcare. From its base in Ohio, Cleveland Clinic now has facilities in three states and three countries, with over 1,400 beds.

Known as a great place to go for care, Cleveland Clinic is also renowned as a great place to work due to its top-level employee recognition program. The clinic received the RPI Best Practices® Overall Excellence Award in 2015. In its participant guide entitled “Building a Blueprint” RPI took a closer look at Cleveland Clinic’s methods of assessing and improving its employee recognition programs in this case study:

Assessment

Cleveland Clinic currently utilizes the annual employee engagement survey to gauge employee satisfaction with recognition programs. The scores for the Q4 question on recognition have increased year over year from 3.26 in 2009 to 3.95 in 2013, while at the same time employee engagement and patient satisfaction scores are on the rise. These indicators, along with the high utilization of the program, point to the overall satisfaction with the recognition program.

Recognition Strategy

Driving change is a challenging task for any organization. In 2010, Cleveland Clinic, with over 43,000 employees—including 3,100 physicians and scientists and 11,000 nurses—embarked on a remarkable journey; the creation and roll out of an enterprise-wide employee recognition program called Caregiver Celebrations.

Driven by a passion for patient-centered care, the clinic embraced a new vision statement, “Striving to be the world’s leader in patient experience, clinical outcomes, research and education.” While physicians and nurses are the primary caregivers in any hospital, the increased focus on the total patient—and not just the patient’s clinical outcome—drew attention to the vital role played by other hospital employees. Thus the new organizational imperative, “we are all caregivers.”

Caregiver Celebrations, which is a part of the Total Rewards strategy, is a recognition program that is designed specifically to drive the clinic’s overall mission of “Patients First,” improve employee engagement, and ultimately, deliver world class care to patients. Fundamentally grounded in Cleveland Clinic’s core values, Caregiver Celebrations is built upon a rewards and recognition technology platform that enables recognition to flow to and from key stakeholders, including staff, patients, and supporting partners.

Extremely flexible and easy to use, Caregiver Celebrations uses totally customizable programs and powerful analytics to deliver robust recognition tools, highly reliable metrics and continually fresh award experiences.


The Cleveland Clinic 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  employee appreciation  RPI Best Practices  Workforce recognition 

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