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Standard Success Stories: BAE Systems Recognition Strategy

Posted By By Jess Myers, RPI, Friday, January 19, 2018

Note: RPI’s Seven Best Practice Standards are the cornerstone of successful employee recognition and rewards programs. In 2018, we are taking a closer look at each of the seven standards and RPI members who have been recognized for their practice of those standards. In the first installment, we take a look at Recognition Strategy, and the award-winning way that BAE Systems practices this standard. The RPI Best Practice Awards are now open for nominations through February 1, 2018.

BAE Systems, based in Arlington, Virginia, was a recipient of three Best in Class awards:

  • Standard 1- Recognition Strategy
  • Standard 4 - Communication Plan
  • Standard 7 - Program Change and Flexibility

BAE Systems takes pride in its recognition strategy programs. From their award-winning entry, they offer several samples of the ideas and actions behind their recognition strategy efforts.

Employees at BAE Systems participate in IMPACT, a company-wide program to recognize and reward employee accomplishments. It is tied to the company’s Total Performance culture and their company values: trusted, innovative and bold. IMPACT’s goal is to make it easy to recognize employees for making an impact on their business.

They measure day-to-day recognition through the IMPACT program. The company’s non-monetary “Rave” award is a special thank you for employees who take on additional responsibilities to help another employee.

Informal recognition is also measured through the IMPACT system via the Pioneer award, which rewards those who have contributed to a team or project or other achievement in a way that aligns to the company’s aforementioned core values. Pioneer awards range in value from $25 to $250 and are based on business-related criteria. The company also offers informal recognition via service anniversaries, birthdays and celebrations like company picnics.

BAE Systems also supports a robust formal recognition program, offering three possible rewards:

  • Pathfinder recipients lead or contribute to a project, program or achievement that aligns t the core values. These awards can range from $500 to $10,000 and are measured through IMPACT.
  • Trailblazer recipients lead a team on a significant project or program with significance that aligns to the company’s core values. These awards can range from $10,000 to $50,000 and are measured through IMPACT.
  • Chairman’s Awards are further broken down into three categories that recognize and celebrate the work of BAE Systems employees in:
    • Business Leader Award
    • Executive Committee Award
    • Chairman’s Gold Award

The basis for all the awards is the core values that BAE Systems identifies and promotes. They seek employee behavior that is:

  • Trusted to deliver on commitments
  • Innovative in finding and turning ideas and technologies into solutions
  • Bold in accepting new challenges and managing risk

The results have shown not only been award from RPI, but in celebration of their awards programs and strategy. For more information on BAE Systems, the Chairman’s Awards and their success with Recognition Strategy, please visit the company culture website at: https://www.baesystems.com/en/our-company/about-us

Tags:  7 Best Practice Standards  7 Best Practices  recognition strategies  success stories 

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Standard Success Stories: RBC’s Recognition Strategy

Posted By Jess Myers, RPI, Tuesday, January 9, 2018
Untitled Document

Note: RPI’s Seven Best Practice Standards are the cornerstone of successful employee recognition and rewards programs. In 2018, we are taking a closer look at each of the seven standards and RPI members who have been recognized for their practice of those standards. In the first installment, we take a look at Recognition Strategy, and the award-winning way that RBC practices this standard. The RPI Best Practice Awards nominations are now open for nominations through February 1, 2018.

RBC, based in Toronto, was a recipient of the Overall RPI Best Practice® Award in 2017, and is a shining example of how to do recognition strategy right. From their award-winning entry, they offer several samples of the ideas and actions behind their recognition strategy efforts.

All of RBC’s recognition and reward programs under the RBC Performance brand align with their Purpose, Vision and Values to become a leader in financial services wherever in the world they serve customers. That vision and those values help drive their recognition programs and are part of the criteria within the RBC Performance recognition and reward program.

RBC Performance, which is their flagship program, was launched in 1993 as a sales incentive points reward and recognition program and now serves over 75,000 employees. Among the core points of the program are:

  • Day-to-Day Recognition – RBC associates give and receive recognition to and from their peers and from retail branch managers and regional leaders on a regular basis.
  •  InstantThanks – RBC’s social recognition program permits employees so say thanks and send commendation comments and recognition for demonstrating our values and excellent customer service.
  • Branch Huddles – These happen before the bank door opens. Here customer service and product information is given. Managers and team members weave in recognition as often as they can.
  • Informal Recognition – RBC Performance is a comprehensive recognition system dedicated to improving RBC’s financial and service performance results.
  • RBC Performance Nominations and Awards – Employees can recognize individuals and teams who consistently go beyond expectations and make a difference in the business. RBC employees can nominate a colleague or team with RBC Performance’s online nomination feature. Nominations are based on RBC’s values and other key behaviors, and are expected to focus on outstanding performance in these categories. Managers select nominations based on merit and can award point values to send to the employee. The number of nominations and awards received contributes to selecting who attends the RBC Performance Conference.
  • Scratch ‘n Win Cards – Managers can give these cards for on-the-spot recognition. Employees virtually “scratch” a bar online to reveal a point value or the chance to be entered into a monthly draw.
  • Sales Campaigns – Managers in retail banking can recognize and reward employees and teams with points for achieving highest sales or service activities in any quarterly sales campaign.

The company also believes in more formal recognition, with a series of events and awards:

  • Leo Awards – This is RBC’s Academy-award-style celebration event. Employees who showcase the very best in sales, service or support are recognized at a special event during the RBC Performance Conference with “The Leo” Award. Regional leaders select Leo Award recipients from RBC Performance Conference recipients.
  • RBC Performance Conference – This is the best-of-the best annual conference for RBC’s top performers. Each region has a set number of eligible nominees to select. Quarterly Point Award winners are eligible candidates. Regional presidents and senior leaders choose conference attendees from across all roles. Conference winners are announced at each Regional Gala event. Each awardee receives a registration package to attend the Conference.
  • RBC Service Awards – Employees receive a choice of a gift award item on their milestone anniversary at two, five, 10, 15 years and in five-year increments up to 50-year level.

The results have not only been award from RPI, but recognition of RBC as one of the best places to work in Canada. For more information on RBC and their success with Recognition Strategy, please visit the company culture website at: https://www.rbc.com/careers/people-culture-awards.html

Tags:  employee engagement  formal recognition  RBC  recognition  recognition strategies  RPI 7 Best Practices  Strategy  success stories  Toronto 

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