Workplace
Success Stories - Best Practices 2002
Recognition
Strategies for a Diverse Workforce
|
Practice
Name: Two Thumbs Up |
Workplace
Issues Addressed: |
Description
of the practice
Any
employee from any level is eligible to participate in this peer-nominated
award program that acknowledges the day-to-day noteworthy services
of employees. Employees enjoy giving and receiving acknowledgement,
and report being motivated to improve their performance because of
the camaraderie and cooperative teamwork this program fosters. An
employee writes: "As a former winner of this award I can say that
incentive programs like this provide an added motivation for employees,
give the recipients a feeling of pride, and promote an environment
of cooperative teamwork."
Benefits
of adopting the practice
The management and peer recognition program acknowledges the
efforts of employees and promotes morale and encouragement. In
order to retain the best employees, the Chancellor's Office tries
to create an environment where employees feel appreciated for
their contributions; it helps employees see what their co-workers
are doing and why. The Two Thumbs Up program meets the needs of
a diverse workforce in the following ways: This program is inclusive.
Any employee is eligible; even the Vice Chancellor, or committee
members may nominate or be nominated. There is employee input
in the process (peer nomination process).
How
this practice works
Support of management to oversee the program and a committee
to work out the details (what are the criteria, what kind of voting
form is used, how to word it, how to advertise it, etc.) are needed.
Funding is required for gift certificates; departments with limited
or no funding could solicit donations or give out other non-monetary
awards.
What
you need in place to replicate this practice
Top
level management support and funding. A committee to administer
the award and work out details, overseen and supported by a top
manager. A guiding principle that any career employee in the department,
including but not limited to support staff, directors, officers,
and award committee members, is eligible for nomination by his/her
peers, subordinates, and superiors.
Tangible
improvements to the department as a result of adopting this practice
As
a result of this practice there is a heightened sense of camaraderie
among staff as they learn about a co-worker's exemplary performance
on the job or contribution to the betterment of the office as
a whole. It often turns out that these people never talked to
each other in the past, but have since used this award as a springboard
to further their communication, hence their appreciation for good
performance. Award recipients take more pride in their accomplishments,
when such accomplishments are recognized by their co-workers.
Employees strive to improve their performance or make further
contributions of time, effort, or ideas when they realize that
people appreciate their efforts. Management has a tool to reward
good work. There is better employee retention (less turnover in
administrative positions). Award recipients feel that incentive
programs like this one gives them a sense of pride, promotes an
environment of cooperative teamwork, and provides an added motivation
for employees. They are honored to be recognized by their peers.
Why
this practice was so successful and is worth replicating
A certain amount of money is allocated from the Chancellor's
Office funds for this committee. The committee is overseen and
supported by Assistant Chancellor John Cummins. There are guiding
principles stating that any career employee in the Chancellor's
Office, including but not limited to support staff, director,
officers, and award committee members, is eligible for nomination
by his/her peers, subordinates, and superiors.
Related policies/guidelines:
(1)
Guide to
Managing Human Resources, Appendix G: Recognition and Reward Programs.
(2) Business
& Finance Bulletin G-41 - Employee Non-Cash Awards.