3 Reasons for Having an Employee Recognition Program
Rewarding employees for a job well done can be expensive. A poll conducted by Gallup found that 87 percent of workers surveyed in countries all over the world were disengaged with their jobs. Higher levels of engagement have proven time and again to lead to higher levels of employee satisfaction, greatly increased productively levels, greater loyalty to the company, higher profits, and better customer satisfaction. One of the best ways to increase engagement is to make sure the employees feel appreciated. Having a strategic recognition program in place is one of the most effective ways to show your employees you appreciate their hard work and dedication. The following are three benefits for companies to implement recognition programs and some ideas for rewarding your employees for a job well done:
Improve Business Results
It shouldn’t come as any surprise that happy and motivated employees are better equipped to address company concerns. Members of staff need to feel that they have a vested interest in selling the brand and its products and services. Many senior managers consider recognition programs an investment rather than an expense. People want to be rewarded for good work, and they’ll be mentally far better equipped to face the monotony of modern corporate culture if they know there’s a good bonus and other rewards waiting for them.
Marijuana has become more accepted and radically more prevalent in America with twenty five states decriminalizing possession for medical use and four states, including Washington, DC, decriminalizing possession for recreational use. Although still illegal on a Federal level, many employers state decriminalization is causing a ripple effect since Colorado, Oregon, Washington, and Alaska made recreational marijuana legal. This has created confusion in employment laws and policies and has made human resources and executives start to see smoke.
“This uncertain regulatory scheme places employers in the delicate position of attempting to comply with divergent laws while maintaining order and safety in the workplace,” said Timothy P. Van Dyck and Nathanael Nichols, attorneys at Edwards Wildman Palmer LLP in Boston.
Below are a few things to know when dealing with marijuana in the workplace – specifically creating and enforcing policies around drug-testing in the workplace.
Marijuana use is still illegal under federal laws. Therefore, any workplace that receives federal funding or is subject to federal regulations requiring the testing of safety-sensitive workers (i.e. Department of Transportation), must consider marijuana a prohibited substance according to the Drug-Free Workplace Act of 1988. The legislation states that if you have a federal grant or contract then you must conduct a drug-free workplace. This law was tested by Dish Network employee, Brandon Coats, who was fired in 2010 after testing positive for marijuana. Coats is a paraplegic who has been using prescribed marijuana for years to deal with his muscle spasms and pain. He was consumed by a legal battle since 2010 that has caught national attention. The Supreme Court ruled that federal law supersedes state law, and upheld the lower courts’ ruling of the firing of an employee for using medical marijuana while not on duty.
Locally, Colorado’s Amendment 64 states that it “is not intended to require an employer to permit or accommodate the use, consumption, possession, transfer, display, transportation, sale or growing of marijuana in the workplace or affect the ability of employers to have policies restricting the use of marijuana by employees.”
Colorado’s Drug Testing Laws
What can an employer do if an employee shows up for work smelling like marijuana?
Colorado Code §25-5-330 et seq. states that employers can conduct “…random testing and testing on reasonable suspicion, as part of fitness-for-duty exam, after on-the-job injury, or as follow-up to a rehabilitation program. Employees must receive 60 days’ advance notice of testing policy, which must be conspicuously posted.” If an employee tests positive, it’s up to the employer to decide how to handle the results.
Lawyers are a Must
Although one in five Colorado companies have implemented more stringent “on the job drug testing” since , (according to a survey done by Mountain States Employers Council) this may or may not be the right thing for your company. Talk to a lawyer, who knows your state’s laws inside and out, about your drug-testing policies as well as drug-use and discrimination. Make sure your policies are consistent with state regulations and your company is being compliant.
Make sure your employees are explicitly clear on all of the policies and expectations regarding impairment, marijuana use on and off the clock and drug testing. Let them know if/when they change and educate employees that policies are simply to ensure the safety and productivity of the organization.
As you can see this is a muddy subject and it will surely evolve as the laws have. Our advice is to keep abreast of the current status, don’t get overwhelmed and seek advice of an expert when needed!
Getting the “the right people on the bus, in the right seats”, according to Jim Collins, is a tricky endeavor in general, and even more so with seasonal or temporary positions. Below are a few pitfalls even seasoned managers fall into when looking for the perfect new-hire for summer and beyond.
1. Small Talent Pool – Take the time to build a candidate pool with a number of potential employees who meet the needs of your organization. If you don’t have several qualified candidates, your pool is too small. Don’t “settle” because even a bad hire for a seasonal position can be costly.
2. Jumping to Conclusions – Take your time reviewing resumes. A quick glance isn’t enough information to understand if a candidate has what it takes for the job. Be fair, and discover the truth behind a resume.
3. Cultural Fit – All too often hiring decisions are based solely on experience and skills, when hiring for the correct cultural fit is just as important. After all, few terminations are the result of wrong skill sets or experience.
4. Forgetting Legal Requirements – Hiring a new employee, whether full, part-time or temporary, means fulfilling a number of state and federal requirements. For example, all new hires must complete Form W-4, appropriate state tax forms and a Form I-9 (Employment Eligibility Verification). Employers must also report all new hires to the appropriate state agency and provide all new hires with a Notice of Coverage Options, as required by the Affordable Care Act (ACA).
5. Inadequate Reference Checks – Many times Human Resources conducts reference checks, but it is actually more fruitful if the hiring manager does the digging. This allows them to speak frankly to peers about the candidate and hopefully get candid and honest responses. One crucial question we suggest posing is “If you could have Joe work on your team again, would you hire him?” While the answer matters, it’s more about the enthusiasm (or lack thereof) that is noteworthy.
6. Lack of Orientation and Training – Job failure is directly linked to the lack of a well thought out orientation and new hire training process. Employers should prepare existing employees by informing them of the assignments the new workers are hired to complete and the resources available to help them get up to speed as quickly as possible. In addition, part-time and temporary employees should generally receive the same training as other new hires, especially in the areas of anti-harassment, nondiscrimination, safety, and other important workplace issues.
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It’s not magic…it’s the difference between doing things right and doing the right things. The former is about efficiency the latter is about effectiveness. The secret, of course, is to be mindful of both. It is easy to be busy but you must first FOCUS on doing the right things — those things that matter most to the success of your company.
In short, effective leaders must drive the focus of the organization. Leaders must channel the time, talent, energy, and resources of the organization on tackling key priorities and goals. To help you manage the attention and concentration of both you and your team, consider focusing them on six key areas, and we’ll cover three this week. They are:
1) Focus on satisfying your customers
You are in business to attract, delight and retain customers in a profitable manner – period. The real value of your business is tied directly to your highly satisfied and loyal customers. Without customers, you do not have a business. Your focus should be on your customers and solving their needs and wants.
Regularly visit with the top 20% of your customers and keeping them satisfied. Find out what is on their minds. Aside from creating and executing a vision for your business, there is no better use of your time and talents.
2) Focus on getting results
You and your team need to focus on achieving specific results for your company. Establish the climate whereby activity is not confused with accomplishment. Where thinking and planning are admired. Where actual results are valued more than busyness. One of the most important jobs you have is to establish a goal-oriented environment with a solid expectation of performance.
3) Focus on continuous improvement
If your company is not improving, it is declining. If you aren’t getting better, your competitors may well be getting ahead of you. Therefore, establish a climate where continuous improvement and innovation thrive.
If your company is not failing occasionally, either your goals are too low or your rate of innovation is too slow. Failure is an incredible gift if properly viewed and used. Learn what not to do, readjust and move forward. Remember “Good enough never is”.
As a suggestion, once a week facilitate a one-hour business improvement workshop. Release the brainpower of you and your team. Brainstorm at least one good idea each week of something to try. Focus on implementing ideas that increase revenues, cut costs, improve operations or morale, or improve customer satisfaction. For that idea, assign a champion, due date, and key action steps to take. Good ideas not fully implemented are worthless.
Part Two can be found here.
Insider Tips from Gary Hartman, local Growth Coach
Aspen has called on Hot Jobs to help them ramp up employment for the busy season and beyond. Below are four great jobs for qualified people in the Roaring Fork Valley.
- Restaurant General Manager: Full-Time, 3 years experience, Aspen area
- Office manager: Finance or Business degree a must. 5years plus experience, Aspen area
- Marketing social media position: Aspen area
- Bi-lingual clerical position: Rifle area
If your skill set matches an employment opportunity, please contact us at your earliest convenience and we’ll start the interviewing process. 970-HOT-JOBS
Here’s to a busy and prosperous 2013!
YOUR BRAIN AT WORK from Inc. Magazine by Geil Browning
It’s impossible to talk about motivation without mentioning Drive, a book by best-selling author Daniel Pink. Pink notes that people perform best when they are given autonomy, opportunity for mastery, and the belief that their task is meaningful.
Pink believes Google’s “20% time,” in which employees may spend one day a week on whatever they want is a shining example of how allowing intrinsically based motivations can flourish.
There’s no question that intrinsic motivation is essential. A skillful entrepreneur keeps employees motivated with a combination of both.
What inspires one person may leave the next cold. When you understand an employee’s thinking and behavioral preferences, you’ll be able to maximize his or her enthusiasm. This will help you get you workforce aligned and moving in the same direction, and you’ll see incredible returns.
1. Analytical types want to know that a project is valuable, and that their work makes a difference to its success. They need a leader who excels in a particular area, and whose expertise they believe benefits the group. They prefer compensation that is commensurate with their contribution. If they have done a tremendous amount of work on their own, don’t expect them to be happy if you reward the whole team.
2. People whoa are “structural” by nature want to know their work aids the company’s progress. They prefer a leader who is organized, competent, and good with details. They like to be rewarded in writing, in a timely manner, in a wa specific to the task. An encouraging e-mail is appropriate to communicate with them.
3. Social people want to feel personally valued, and that what they are doing has an impact on a project. They go the extra mile for a leader who expresses faith in their abilities. They prefer to be rewarded in person with a gesture that is from the heart. If you own preference is for written communication, send a handwritten note to a particularly social employee.
4. Innovative employees must buy into a cause. To them, the big picture matters more than the individual who is leading the charge. They prefer to be rewarded with something unconventional and imaginative, and would find a whimsical token of your esteem ver meaningful.
5. Quiet staffers don’t need a lot of fanfare, but they appreciate private, one-on-one encouragement.
6. Expressive people feel more motivated when assignments are openly discussed and an open door is available. They like public recognition, with pomp, and ceremony.
7. Peacekeepers hope everyone will move in the same direction. They’ll never demand a reward or recognition, so it’s up tp you to offer it.
8. Hard-drivers are independent thinkers. If they agree with you, they’ll be highly motivated. They will let you know what they’d like as an extrinsic reward, and they tend to want whatever it is right away.
9. Those who are focused team members must have confidence in the leader and in the project, or their motivation may falter. They want to know up front what kind of reward they can expect. Make sure you follow through on whatever is promised.
10. Flexible people go along with the team, as long as a project does not contradict their morals or beliefs. They’re also happy with any kind of recognition.
Sales Source by Geoffrey James, INC. Magazine
1. Business in an ecosystem, not a battlefield.
Average bosses see business as a conflict between companies, departments and groups. They build huge armies of “troops” to order about, demonize competitors as “enemies,” and treat customers as “territory” to be conquered.
Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers and even competitors.
2. A company is a community, not a machine.
Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by “pulling levers” and steering the ship.”
Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community.
3. Management is service, not control
Average bosses want employees to do exactly what they’re told. They’re hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the “wait and see what the boss says’ mentality.
Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision-making downward, allowing teams form their own rules and interviewing only in emergencies.
4. My employees are peers, not my children.
Average bosses see employees as inferior, immature beings who simply can’t be trusted if not overseen by a patriarchal management. Employees take their cues from the attitude, expend energy on looking busy and covering their behinds.
Extraordinary bosses treat every employees as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.
5. Motivation comes from vision, not from fear.
Average bosses see fear–of getting fired, of ridicule, of loss of privilege–as a crucial way to motivate people. As a result, employees and managers alike become paralyzed and unable to make risky decisions.
Extraordinary bosses inspire people to see a better future and how they’ll be a part of it. As a result, employees work harder because they believe in the organization’s goals, truly enjoy what they’re doing and know they’ll share in the rewards.
6. Change equals growth, not pain.
Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change.
Extraordinary bosses see change as an inevitable part of life. While they don’t value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.
7. Technology offers empowerment, not automation.
Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.
Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.
8. Work should be fun, not mere toil.
Average bosses buy into the notion that works is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.
Extraordinary bosses see work as something that should be inherently enjoyable and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.
Sheryl Sandberg, the chief operating officer of Facebook has been getting quite of bit of coverage recently, praising leaving the office at 5:30. She just recently has become public with this fact. Sandberg felt the need to hide the fact from her colleagues due to she did not feel they would have found this to be acceptable.
However there has been a century of research establishing the fact that working more than a 40 hour work week actually decreases productivity.
In the early 1900s, Ford Motor ran a dozen tests on their employees work productivity. Ford Motors discovered that the “sweet spot” is 40 hour work week and that while adding another 20 hours provides a minor increase in productivity, that an increase only will last for three to four work weeks, and then turns work productivity will turn negative.
Even though times have changed it has been found that factory workers a hundred years ago is still often true for the productivity of the office workers today.
Many times the workaholics may think they’re accomplishing more however, in many cases the long hours result in work that must be scrapped and redone.
Europe’s Ban on 50-Hour Weeks
In six of the top 10 most competitive countries in the world (Sweden, Finland, Germany, Netherlands, Denmark, and the United Kingdom), it is illegal to demand more than a 48 hour work week. You simply don’t see the 50, 60, and 70 hour work weeks that we see in the US business world.