Make Their Day Beautiful

Business Book Summaries
November 28, 2011 Copyright 2011 EBSCO Publishing Inc. All Rights Reserved
November 28, 2011
Make Their Day!
Employee Recognition That Works:
Proven Ways To Boost Moral,
Productivity, And Profits
Cindy Ventrice
2009 by Cindy Ventrice
Adapted by permission of Berrett-Koehler Publishers, Inc.
ISBN: 978-1-57675-601-0
Introduction
In Make Their Day, Cindy Ventrice discusses how
efective recognition increases an organizations pro-
ductivity, proftability, and lowers turnover. She states
that recognition must be incorporated into every
employee interaction to create an atmosphere of
respect, loyalty, and individual value. Many organiza-
tions that implement the Make Their Day philosophy
see maintained employee morale, improved cus-
tomer satisfaction ratings, and growing revenue in
the face of mergers, layofs, and other challenges.
Companies must prioritize visible and invisible rec-
ognition by supporting personal connection, shared
goals, friendly competition, and managerial afrma-
tion. Ventrice suggests that executing meaningful and
memorable recognition improves not only employee
commitment but reduces managerial workload and
creates businesses where people want to work.
Recognition that Works
The majority of meaningful recognition is free. Many
organizations focus on tangible rewards when in fact,
employees see plaques, certifcates, bonuses, incen-
tives and perks as vehicles for recognition. People are
looking for an acknowledgement of their individual
achievements, and genuine worth to the organization
as a whole. Tangible items can be part of the recogni-
tion process, but managers and organizations should
focus on the meaning behind an award or bonus to
utilize recognition efectively.
Recognition works well when employees are acknowl-
edged by their superiors. Supervisors and managers
should make a point to know the following informa-
tion about each employee:
Name
Make Their Day! Cindy Ventrice

November 28, 2011 Copyright 2011 EBSCO Publishing Inc. All Rights Reserved Page 2
Length of time with the company
Role on the team
Special strengths
Current project and why it is important
There are four elements to creating recognition. Each
efective act of recognition contains at least one of
these elements, but is most ofen a combination of
more than one:
1. Praise. Employees desire to be told they contribute
something important. To be successful, praise must
be ofered in an intelligible and precise manner, be
commensurate to the accomplishment, and be ex-
tended in a timely fashion.
2. Thanks. Genuine gratitude is a signifcant form of
recognition that works. People respond to sincere
appreciation and by ofering thanks, a manager
improves both team morale and productivity. It is
important to note specifcally why an employee is
being thanked and gauge which employees would
desire to be thanked publicly and which would
prefer gratitude be expressed in private.
3. Opportunity. An organization, employer, or man-
ager should be aware of opportunities for their
employees to contribute ideas and acquire new
skills. This is a powerful form of recognition as it
demonstrates individual signifcance, creates com-
pany loyalty, and allows workplace aspirations to
be achieved.
4. Respect. Respect is a key element in recognition that
works. Managers should make a personal connec-
tion with employees by listening to them, allowing
for personal crisis, and considering their individu-
al needs when making decisions.
Finding Recognition Everywhere
Efective recognition relies heavily on intrinsic moti-
vation. Each employee has individual needs and
expectations that motivate their actions. Most people
are intrinsically motivated by varying degrees of
achievement, afliation, or power/control. Supervisors
present workplace goals based on these motivators.
Additionally, they must use extrinsic motivation prop-
erly by incorporating meaningful recognition into
bonuses, incentives, contests, and prizes.
Key Concepts
Organizations that ofer efective recognition
to their employees create loyalty, increase
profts and productivity, and have less turn-
over than their industry averages.
The recognition that works approach has
managers build recognition into every em-
ployee interaction. The recognition given will
be specifc, meaningful, sincere and support
employees intrinsic motivators thus creating
atainable and worthwhile goals.
Efective recognition will be a combined ef-
fort from managers, employee peers and the
organization itself. Each section will be re-
sponsible for enforcing the core values of the
company and partnering with each other to
enact a climate of appreciation and respect.
HR and leadership will be responsible to
measure the current climate of recognition
and identify areas that need specifc atention
such as generational diferences, job prefer-
ences, and global team recognition.
Organizations should enact a three step plan
that determines the current state of recogni-
tion, strategizes how to incorporate efective
recognition into everyday interaction, and
commits to an evolving implementation of
recognition.
g g g g
Information about the author and subject:
htp://www.maketheirday.com/
Information about this book and other business titles:
htp://www.bkconnection.com/
Related summary in the BBS Library:
Carrots and Sticks Dont Work
Build a Culture of Employee Engagement with the
Principles of Respect
By Paul L. Marciano

Employees can also receive recognition that works by
providing quality products and services to custom-
ers. A workplace that allows people to contribute in a
meaningful way will give their job purpose. Managers
should fnd ways to help their employees take pride
in their work and boost their team or organizations
reputation in the community.
Creating an atmosphere of trust-
worthiness is a powerful form of
intrinsic recognition. For exam-
ple, Best Buy uses a system called
ROWE (results-only work environment), in which
Purpose is a powerful motivator. The inherent recognition in
having a common purpose comes from seeing progress towards
goals that have a positive effect.
About the Author
Cindy Ventrice is an advocate of manager-
driven recognition and has helped hundreds of
companies successfully embrace this approach
within their organizations.
She began her career working with technology
solutions for small business. In that capacity,
she helped hundreds of organizations comput-
erize their systems, acting as advisor, project
manager, technical resource, and trainer. She
had the opportunity to work on many diverse
projects in a wide range of industries including
technology, nonproft, government, health care,
manufacturing, trade, service, education, and
tourism and in the process developed a compre-
hensive understanding of business operations.
As a recognition advocate, she has worked
with managers and supervisors from around
the world in both the public and private sec-
tors, teaching them how to improve loyalty
and productivity with recognition. Her clients
have included Cisco Systems, MIT, Bell Canada,
Wells Fargo, and State Farm Insurance.
Cindy grew up in the San Francisco Bay Area
and later graduated with a BA from the educa-
tion department of San Jose State University.
She now lives in Santa Cruz, California, with
her husband Gary.
employees chose how, when, and where their work
is performed. Supervisors only measure if the work
is accomplished. This system demonstrates trust in
employees and has reduced voluntary turnover and
increased productivity 42 percent.
An organization can also show employees they are
recognized by providing opportunities for growth.
In-house vocational counselors are essential to help-
ing employees fnd new areas of challenge and
advancement. People ofen leave a job to pursue
growth opportunities in their career. By proactively
encouraging and creating career furtherance from
within, organizations retain valuable employees and
foster company loyalty.
Fair pay, benefts, health insurance, vacation time, and
a quality working environment also afect whether an
employee feels recognized. People do not necessar-
ily receive recognition from a fair salary and healthy
work environment, but their absence will be per-
ceived as a lack of recognition.
Recognition Starts with Relationships
The Make Their Day philosophy suggests that mean-
ingful recognition is based on a relationship between
the giver and the receiver. Successful managers fnd
that recognition works best when they focus less on
recognition itself and more on how to assist their
employees. Managers would emphasize keeping their
word, being honest, and demonstrating trust, respect,
communication, and caring to those they work with.
Some tips for building relationships include:
Get to know your people.
Help others learn and grow.
Share information and trust people to use it appro-
priately.
Value both the individual and his or her contribu-
tion.
Relationships are between individuals, yet organiza-
tional structure can also foster a relationship between

building and recognition. If an organization develops
a structure where employees take care of customers
and each other, where leaders follow company guide-
lines and managers show support for their employees.
In essence, a frm culture of respect and recognition is
established.
There is a strong correlation between relationships
and company loyalty. Management that demonstrates
that their employees are valued through personal
relationships experience signifcantly less turnover.
One area that can potentially damage relationships is
intra-company competition. Relationships are based
on mutual respect and cooperation. By piting people
against each other to reach a certain goal, companies
create opportunities for employees to undermine each
other to win. Competitions and contests can have
their place in efective recognition, but management
should work hard to ensure that employee relation-
ships do not sufer.
Managing for the Greatest Impact
The majority of employees say they wish to receive the
most recognition from their direct manager or super-
visor. In order to achieve this, organizations should
incorporate the 50/30/20 Rule. This rule suggests that
in order for an employee to receive the most efective
and meaningful recognition possible, 50 percent of
the recognition should come from their managers, 30
percent from peers, and 20 percent from the organiza-
tion.
Managers are the most able to provide recognition
that assures employees of their value and that they are
meeting expectations. If a manager fails to recognize
an employee successfully, that employee is very likely
to report that the company as a whole does not recog-
nize them. Clear feedback is one of the most essential
and constructive forms of recognition that manag-
ers can provide. To be efective, employees should
receive some form of feedback each week. Corrective
comments can be positive recognition when phrased
to show that a manager cares to develop an employ-
ees abilities. However, there should be at least three
praises given for every corrective observation.
Exceptional managers and supervisors efectively use
recognition in the following ways:
1. They provide clear expectations, validation, re-
spect, loyalty, and trust by build-
ing strong relationships with each
employee.
2. They fgure out what em-
ployees have to ofer and lever-
age those strengths by presenting
challenges appropriate for each individual.
3. They encourage and coach employees to recog-
nize each other on a daily basis.
4. They celebrate reaching goals and accomplishing
tasks as a team.
5. They make recognition personal by approaching
employees face to face and ofering rewards spe-
cifc to the employee.
6. They make time to be available to employees
through one-on-one meetings or walking around
the ofce to talk.
7. They arrange departmental recognition events.
8. They encourage their team to participate in com-
munity outreach activities as a way to improve
team cohesion and build a worthy company repu-
tation.
9. They provide instant feedback.
10. They engineer achievable tasks that employees
are passionate about delivering and ofer support
to complete each assignment.
Leading with Vision, Visibility
and Momentum
Executive team members have the greatest ability to
supply efective recognition because they are the most
visible and infuential in an organization. They set a
company wide tone of recognition by incorporating
it into the very foundations and values that an orga-
nization is built on. Strong leaders should formulate
a work environment that directly provides recogni-
tion to employees. The daily actions of leaders should
By paying attention to recognition preferences, offering flex-
ibility and opportunity, and praising and celebrating both indi-
vidual and team success, managers can significantly increase
the job satisfaction of the people that work for them.

demonstrate that employees are important, their
work is important, and that the company is willing to
grow the importance of the employees by providing
new opportunities.
When executives violate the core values of an orga-
nization, it damages loyalty and increases turnover,
so it is important to demonstrate company values by
their words and by their actions. The more a leader
is willing to ofer recognition, the more likely other
leaders and employees are to follow their example.
Small gestures from senior leadership toward individ-
ual employees have a large impact. They demonstrate
that the organization is aware of each persons value
and contribution and is a major form of efective rec-
ognition. Lower levels of management can also afect
the workplace environment greatly by ofering aten-
tion, regularly stating organizational values, and
creating opportunities for employees to provide qual-
ity products and services.
Leadership teams are usually responsible for imple-
menting recognition programs within an organization
and are responsible for employee participation. A
good leader understands that programs do not run
themselves and commitment
from leadership shows employ-
ees that recognition is highly
regarded.
Executives and leaders send a
powerful and congruent message
to employees when they promote
programs and personally ofer
recognition. Their visibility and
infuence is a powerful tool to
afect the success of an organization.
Partnering with Program
Administrators
According to the author, recognition that comes
from HR or the Communications Department is
ofen viewed by employees as cold and impersonal,
whereas recognition from people who have either
a direct interest in employee achievements or ben-
eft from their behavior is perceived as meaningful
and important. Managers need to play an active role
in company recognition programs as their direct
involvement allows recognition to be individualized
and efective. HR should support and guide leader-
ship, acting behind the scenes, rather than becoming
the main conduit for company recognition.
Wells Fargo is a good example of this approach. They
have implemented recognition coordinators (RCs)
who work with managers to keep recognition eforts
at the center of the Wells Fargo workplace. The RCs
ofer many services on their own, but managers also
have the responsibility to include RCs in staf meet-
ings, ofer updates on employee recognition, or have
them compile nomination information from business
partners and customers.
HR can play an active role in the recognition process
by:
Designing and implementing great recognition
programs.
Tracking successful and unsuccessful recognition
eforts and using this knowledge to recommend ef-
fective changes.
Training managers to use the organizations recog-
nition programs.
Providing support to managers and supervisors.
It is imperative that HR and senior leadership work
together to execute recognition that works. If manag-
ers lack follow through, eforts by HR team members
will ofen fall short and the recognition employees
receive will become lackluster and without value.
Employee Responsibility
Employees can feel that they work in an indiferent,
recognition free organization, but they ofen fail to
notice opportunities to recognize their peers. When
an employee takes personal responsibility to ofer
recognition, they acknowledge that other people con-
tribute to their achievements. The author suggests
HR can provide services that play a pivital role in the recogni-
tion process. The expertise this department provides is often
crucial and can significantly improve the recognition process
and employee job satisfaction. Managers can leverage the work
they do in creating and managing programs, surveying, and
offering training to make recognition most effective.

that by taking the initiative to recognize co-workers,
employees will improve work environments and
potentially increase the quantity and quality of recog-
nition received in turn.
Peer recognition has three basic forms. It can be
unstructured, loosely structured, or formally struc-
tured. Typically informal peer recognition consists
of litle managerial involvement where employees
are the main driving force behind recognizing each
other. Loosely structured peer recognition consists of
programs where managers would provide prizes and
ideas about nominations, but would allow employees
personal initiative and discretion to nominate and
award each other.
An example of a formally structured peer recogni-
tion program is Pella Windows & Doors Moment
of Truth Awards. The organization created a pro-
gram where employees can nominate one another
for awards when they see a co-worker go above and
beyond. Managers are actively involved by approv-
ing the nominations and presenting the award, along
with the company VP, in front of the winners peers.
If an organization has no peer recognition pro-
grams, managers should start their own simple
programs, form a recognition commitee, or imple-
ment FASTER meetings. FASTER meetings are
quick gatherings of team members that allow for self
and peer recognition. They allow each team member
to share the following information:
Finished: What has the employee completed since the
last meeting?
Acknowledgments: Who made the employees job
easier?
Still Outstanding: What is the employee working on
now?
Trouble Spots: What difculties are being encoun-
tered?
Enlightenment: What is being learned?
Requests: What does the employee need?
Employees should also recognize their managers
when appropriate. Sincere praise or gratitude for a
managers support is an important
form of recognition that is ofen
found lacking. A workplace where
all levels of employees appreciate
and acknowledge each other will
dramatically change an organiza-
tions atmosphere, productivity, and botom line.
Self-Recognition to Improve Quality
Self-recognition allows employees to control their
own recognition and receive validation for what is
most meaningful to them individually. It adds to the
frequency of recognition and grants managers oppor-
tunities to create new forms of efective recognition.
The Make Their Day philosophy encourages leaders
to communicate to employees that sharing their suc-
cesses will beneft everyone. Leadership should also
strive to make self-recognition enjoyable and reward-
ing as this will bolster the efectiveness of recognition
and create learning experiences for the entire team.
Managers should take the lead in making self-recog-
nition an acceptable ofce practice by encouraging
employees to acknowledge their accomplishments
and implement Individual Development Plans (IDPs).
IDPs have individuals work with their managers
to set yearly growth and improvement goals, select
challenges and learning opportunities to atain these
goals, and utilize employee cross-training; where
employees train each other in new skills. This recog-
nizes the talents of employees and promotes focus,
teamwork and knowledge.
To create a simple IDP, supervisors would work with
individuals to fll in the following three areas:
1. List the major responsibilities that are essential to
the employees job and put a star by those made
possible by last years development.
2. Describe what the employee would want to learn
during the next twelve months.
3. List the corresponding experiences and observable
measures that will meet these development objec-
tives.
People who get recognition are much more likely to give it.
Working in an environment where recognition is common pre-
disposes people toward offering it themselves.

To help an IDPs succeed, senior management should
be aware of the development plans of their employees,
treat plans as helpful tools and not as requirements or
performance reviews, be creative in selecting learning
opportunities and give employees as much control as
possible in implementing their development plans.
Getting Specific and Relevant
Praise that is vague or awards without set criteria do
not make employees feel recognized. When proper
guidelines and measures to earn recognition are in
place, trust and cooperation are built.
Without strongly held organizational values, recog-
nition is ofen inefective and damaging. These key
principles provide a framework for recognition. Link-
ing the companys values to an employees goals and
behaviors imparts meaning and purpose to their job.
Organizations should also set shared high level per-
formance goals, and then use collaborative eforts
from their employees to achieve goals as they pertain
to each level and department. This provides teams
with a sense of clarity, owner-
ship, and cohesion. Teams should
be recognized and afrmed by
the organization when goals are
met. Individual goals should be
formed by managers and employ-
ees that align with the groups
shared goals and the values of the
company.
Recognition is most efective when it is specifc,
relevant, and frequent. In order to provide peak rec-
ognition frequency (at least every seven days), team
leaders, co-workers, and the employee must all be
involved in the recognition process. Specifcity from
all these people enables the recognition to be mean-
ingful. A note or verbal recognition should be detailed
and relate to particular behaviors or goals achieved.
One Size Does Not Fit All
Recognition should always be personalized. To be
efective, both the achievement and the person behind
the achievement should be recognized. Recognizing
team accomplishments is valuable, but should not
take the place of individual recognition. A 2007 Make
Their Day survey found that 82 percent of respon-
dents believed the most meaningful recognition they
had ever received had been given to them as individ-
uals.
Organizations should encourage managers to sched-
ule yearly meetings with employees to discuss how
that persons job contributes to the overall goals and
values of the company. Managers should then incor-
porate the following questions into the conversation:
1. How do you see your work contributing?
2. What tasks are you currently assigned that dont
support organizational values and goals?
3. Can these tasks be modifed to make them more
relevant?
4. What new responsibilities would allow you to con-
tribute to an even greater extent?
An employee should not feel that the value of their
work is being questioned, but rather that the orga-
nization and manager appreciate their contributions
and desire to increase the employees efectiveness
and meaningfulness in the company.
Personal preferences for recognition vary per the
individual and it is the job of managers to gather
information about employee hobbies, job aspirations,
friends, family, and personality types. Sometimes
simply knowing personal information about an
employee is a form of recognition. A preference inter-
view is also a helpful information gathering tool. This
is a structured conversation that asks an employee
what they enjoy about their job, how the manager
could make the position more satisfying and what
types of recognition they prefer. Afer the preference
interview the supervisor should note preferences and
track each employees recognition frequency, purpose
and form to create lasting paterns of recognition that
works.
Dealing with Fairness
Recognition, by its very nature, singles out individu-
When employees control their own recognition, they receive
validation for what is most important to them. Self-recognition
allows managers a glimpse into what employees value so they
can use that information to create other forms of recognition
that will be meaningful.

als or groups of individuals and inherently creates
issues of fairness. Additionally, if managers treat
everyone identically, no recognition takes place and
there is still a problem.
To be fair, managers need to make certain that all
employees have equal opportunity for recognition
and should ofer equivalent recognition for equivalent
performance. There are four basic rules of fairness
that organizations, managers and supervisors should
abide by:
1. Know individual preferences. By knowing employees
on a personal and individual level managers will
gain knowledge about what types of recognition
each employee would prefer.
2. Clarify the perceived value of recognition options.
Managers should understand what is most and
least valued in their organization and create a rec-
ognition hierarchy where certain behaviors and
achievements warrant higher and more valued
forms of recognition.
3. Align performance with the perceived value of the rec-
ognition. The greater the value and the visibility of
recognition, the greater the need for clear and well-
communicated criteria will be. This will allow the
specifc recognition given to be perceived as fair by
employees.
4. Present recognition messages efectively. Profcient
managers should not only communicate recogni-
tion criteria well, but should efectively demon-
strate that an employee has met said criteria and
manage expectations about the recognition re-
ceived for each criteria met.
Fairness should be based on performance and top per-
formers should receive the most valuable and visible
forms of recognition. Employees that do not perform
as well should receive a fair assessment of their work
coupled with as much encouragement and praise as
is appropriate.
Aligning Recognition with Culture
Culture plays a key role in recognition that works. A
workplace culture is composed of its members per-
sonalities, generations, nationalities, work styles,
industry, and location. The culture of a specifc team
should be taken into account by managers as they
plan recognition programs and eforts.
To understand the makeup of workplace culture orga-
nizations should consider that certain personalities
are atracted to specifc jobs and paterns of recogni-
tion are directly related to the type of work people do.
Some examples are:
Construction workers, truck drivers, scientists, and
engineers ofen will dislike silly recognition.
Customer service workers are generally more open
to a playful approach.
Salespeople and customer service reps ofen re-
spond well to contests.
Generational diferences are many times expected
by employers to create contrasting cultures within a
team; however the variation between generations is
less than might be expected. Age groups have many
cultural commonalities, but there are some difer-
ences that are worth considering.
People 56 years and older prefer minimal supervi-
sion and managerial respect.
People ages 46 through 55 ofen
have high expectations for their
work and want opportunities
for growth. Employees falling
between the ages of 36 to 45 tend
to enjoy anything that contrib-
utes to meaningful work. People 26 to 35 years old
want to have clear expectations provided, frequent
feedback and encouragement. Employees under 25
want opportunities to develop, adequate guidance,
positive reinforcement, a clear separation of work
and personal time, and frequent social opportunities
with peers and leadership. Managers should take into
account these diferences when providing recogni-
tion.
Another important part of team culture to consider
is where team members work; their location. Many
employees now telecommute and this can be chal-
Fairness is a matter of perception. If managers have developed
strong relationships with their employees that are based on
respect, employees will be inclined to see managerial recognition
as fair.

lenging in terms of recognition. Managers should use
technology to assist in recognition. Video-conferenc-
ing provides face-to-face contact, the internet could
be used to create a shared recognition space, and
shared sofware could provide avenues for posting
positive comments. Technology should not be used
as a crutch however; meeting in person is advisable
whenever possible.
In todays workplace, it is highly likely that manag-
ers will have teams composed of people from more
than one country. Multi-national cultures should be
considered in ofering meaningful recognition and
managers need to be aware of cultural traditions,
preferences, mannerisms, and social practices.
Measuring for Results
Organizations must measure the success of their
recognition eforts. The information gathered will
provide objective feedback to enhance the relevance
and efectiveness of existing recognition programs.
Most positions can be measured for specifc results
and measuring these results will provide confrmation
that an organization or managers are achieving shared
goals within the boundaries of company values. As
an organization collects data to measure they should
analyze it according to the following criteria:
Measurements should provide quantifable data.
Measurements should be consistent over time.
Measurements should create an accurate picture of
current conditions.
Commitees collecting data should also make sure
use multiple measures from a variety of sources to
avoid erroneous conclusions and data misinterpre-
tation. Existing data resources, such as fnancial and
operational documents, can be tapped into for mea-
surements. Surveys allow an organization to gather
large amounts of data, while one-on-one interviews
help leadership dig deeper and discover why respon-
dents gave specifc answers. Focus groups allow
managers to explore unanticipated maters and gather
qualitative information. All these forms of measure-
ments should be used to support efective recognition
eforts.
Recognition is a Work in Progress
Recognition is an ongoing process that an organiza-
tion, managers, peers, and individuals all need to be
a part of. Implementing recognition that works takes
time to create a proper work environment, build rela-
tionships, establish trust, and solidify recognition
habits and programs.
Planning and commitment are key elements when
realizing recognition goals. It will be most efective
for organizations to start small, evaluate their suc-
cesses, and adjust their eforts accordingly. Using the
following three step plan would provide a frm begin-
ning point for recognition eforts:
Step 1: Determine the current state of recognition
within the organization. Use job satisfaction sur-
veys, HR assessments, and employees responses to
measure recognition profciency. Employee percep-
tion will be valuable data to consider when deciding
where to efect changes.
Step 2: Plan a recognition strategy. This will be spe-
cifc to each program or manager and could be as
simple as deciding to personally thank employees or
as complex as a yearly awards program. Managers
should make certain they can follow through on their
plans as disappointing employees could damage trust
and relationships.
Step 3: Commit to a long-term graduated implemen-
tation. No mater the size of the recognition efort, it
should be an ongoing cycle of implementation, obser-
vation, evaluation of results and changes to improve
eforts.
g g g g
Features of the Book
Reading Time: 4-5 Hours, 219 pages
Employees crave meaningful recognition because it
makes them feel valuable to the organization they
work for. Recognition is not based upon awards or
certifcates, but rather, it is the meaning behind the
award and the personal relationship to management
ofering the recognition. When employees feel efec-
tively recognized it will boost morale, productivity,
and proftability ensuring that both employees and
organizations win. Make Their Day would be most
benefcial for corporate executives and business man-

agers seeking to integrate employee recognition into
their organizations. The book contains an appendix of
sample employee surveys and resource suggestions.
The book does not need to be read cover to cover, but
could be used topically by those with specifc ques-
tions regarding employee recognition.
Contents
Foreword
Preface
Introduction: Real Results
Part One: Employees Want to Love Their Work
Chapter 1: Recognition That Works
Missing the Mark
What Makes Recognition Work
The Elements of Recognition
Chapter 2: Finding Recognition Everywhere
Understanding the Motivation Connection
Recognizing Purpose and Quality
Recognizing Trustworthiness
Recognizing Individual Value
Recognition is Everywhere
Chapter 3: Recognition Starts with Your Relationships
Sticky Recognition
Everything Else is Secondary
Employees Have Their Say
Filling the Other Guys Basket
Creating Loyalty
How Do You Measure Up?
The Dangers of Intracompany Competition
Part Two: Whose Job Is Recognition Anyway?
Chapter 4: Managing for the Greatest Impact
The Most Important Rule
The 50/30/20 Rule
The Managers Opportunity and Responsibility
Building on the Relationship Foundation
What Exceptional Managers Do
Going It Alone
Chapter 5: Leading with Vision, Visibility, and
Momentum
Developing a Recognition Culture
Showing Value through Action
Leading Recognition Programs
Chapter 6: Partnering with Program Administrators
The Administrators Supporting Role
Their Good Intentions
Leveraging HRs Work
Chapter 7: Making Recognition the Responsibility of
Every Employee
What One Person Can Do
Understanding Peer Recognition
Taking Responsibility
A Simple and Efective Tool
Chapter 8: Using Self-Recognition to Improve Quality
Taking the Initiative
Celebrating Recognition Days
Using Individual Development Plans
Adding Self-Recognition to the Mix
Part Three: Making Recognition Work
Chapter 9: Geting Specifc and Relevant
Lesson from a Fortune Cookie
What Do Values Have to Do with Recognition?
Linking Goals to Individual Performance
Specifc Recognition Makes Their Day
Chapter 10: Measuring for Results
Why Measure?
What to Measure?
Collecting Data

Chapter 11: Aligning Recognition with Culture
Doing a Culture Check
Considering Industry and Job Preferences
Identifying Generational Preferences
Dealing with a Dispersed Workforce
Changes in Global Team Recognition
Chapter 12: One Size Doesnt Fit All
Personalizing Individual Recognition
The Process of Individualization
Identifying the Contribution
The Managers or Supervisors Responsibility
Determining Personal Preferences
Puting It All Together
Case Study - Recognition Misses the Mark
Chapter 13: Dealing with the Fairness Paradox
Treating Everyone the Same
The Four Rules of Fairness
Seting Expectations
Chapter 14: Recognition Is a Work in Progress
The Importance of Commitment and Planning
Keeping One Ball in the Air
Making a Plan
Step 1: Determine the Current State of Recognition
Step 2: Plan Your Recognition Strategy
Step 3: Commit to a Continually Evolving Implemen-
tation
Where Do You Go From Here?
Appendix: Sample Employees Surveys
Resources
Acknowledgements
Notes
Index
About the Author

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