University of Colorado Boulder

Guide to Motivating
Employees
Developed by the Department of Human Resources
Updated July !"
University of Colorado Boulder Guide to Motivating Employees
Table of Contents
I. Introduction 4
II. Elements of a Successful Motivation Program 6
"# General $rinciples of Motivating Employees %
# Employee &nvolvement '
(# Business )iteracy '
*# +ision and +alues '
,# -or./life &nitiatives 0
III. Practices to Inspire Motivation in Your Work Unit 9
"# 1ay 23han. 4ou5 6
# Get to 7no8 Employees 6
(# Developing a 9le:ible -or. 1chedule for 4our Unit 6
*# Up8ard 9eedbac. "!
,# )1& and ;C& ;rgani<ational &nventories "!
%# =ominate 1taff "!
'# Create 4our ;8n Departmental >8ards $rogram "!
0# Encourage 1taff $articipation on Campus ""
6# Creative Recognition &deas ""
I. !reat "ools to !et You Started# $%
"# Developing a Departmental Recognition $rogram? 1teps "(
# Elements of a 1uccessful Recognition $rogram@@@@@@@@@@@# "(
(# Motivation 1urvey? Ho8 to 9ind ;ut -hat Employees -ant "*
*# Motivation &deas to Enhance the -or. Environment "*
. Practices to &uild Motivation for Individuals $4
"# Motivating 8ith $erformance Management "*
# Create a 1uccessful Business )iteracy 3raining $rogram ",
(# Department Mentoring $rogram ",
*# Course ;fferings by ;rgani<ational and Employee Development "%
,# University $erspective $rogram "'
%# &nterest 3esting "'
'# 9aculty and 1taff >ssistance $rogram A91>$B "'
I. W'at You (an and (an)t *o+ Policies, Procedures and !uidelines at t'e
Universit- of (olorado $.
"# >dministrative $olicy 1tatement A>$1B "0
# 3he $rocurement 1ervice Center A$1CB $rocedural 1tatement? Recognition
and 3raining >ctivities "0
(# >dministrative )eave "0
*# 1pot Bonuses "0
,# Ho8 to Enter Cash >8ards in $eople1oft HRM1 "0

University of Colorado Boulder Guide to Motivating Employees

%# 3a:ability of &ncentive >8ards "6
'# Donations as the 1ource for &ncentive Re8ards "6
II. /01s 23
III.&i4liograp'-56eading 7ist 22
0ppendi8 0+ *epartmental 6ecognition Program "emplate 24
0ppendi8 &+ Emplo-ee Motivation Surve- 29
0ppendi8 (+ 0:ards 0vaila4le at (U;&oulder 2<
(
University of Colorado Boulder Guide to Motivating Employees
I. Introduction
3he Guide to Motivating Employees is intended to provide effective ideas and tools for
supporting employee motivation# Campus supervisors and managers are 8or.ing hard to create
and maintain a positive 8or. environment among staffC 8hile also facing budget and
management challenges# 3he guide?
;ffers concrete ideas to enhance morale and performance D many of 8hich can be
implemented readilyC 8ith little or no cost to the department#
1ummari<es current research on employee involvement and motivationC offering fresh
ideas on ho8 to retain and recogni<e staff using motivational programs and concepts#
&ncludes policy information on 8hat is and is not allo8ableC under the fiscal and
administrative guidelines at CU/Boulder#
&ncludes practices to help motivate individual employees andEor a 8hole 8or. unit#
> Motivation 1urvey can help you find out 8hat employees valueC in terms of personal interests
and incentives and annual a8ards programs# > sample motivation survey is available on the
Human Resources 8ebsite#
W'- Motivate Emplo-ees=
> successful organi<ation can generally trace its success to motivated employees# > loo. at the
synonyms for the 8ord FmotivatedG such as induceC moveC provo.eC promptC and causeC sho8s
that 8ithout motivation at some levelC nothing really gets started#
Ho8everC motivating people can be difficultH there are no magic formulas or programs to
motivate individuals# Motivation is also personal# -hile one employee may appreciate time offC
the ne:t may enIoy ne8 challenges# 3he basic rule is to discover 8hat your employees 8ant and
create a 8ay to give it to them or encourage them to earn it# 9ollo8ing this principle should
motivate your employees and allo8 them to become engaged in the success of the campus and
your department#
&n !!%C and again in !"C classified and e:empt professional staff on the Boulder campus
participated in an Employee Engagement 1urvey# 3hrough this processC the campus has been
able to identify 8hat it is doing 8ell and 8here it can improve#
Results and .ey trends from the surveys are highlighted belo8#
&n !"C 6!J of employees sa8 their Iob as vital to the overall purpose of the UniversityC an
increase from 00J in !!%#
&n !!%C 0!J of employees 8ere 8illing to go above and beyond their normal 8or. duties#
&n !"C this number increased to nearly 06J#
9rom !!% to !"C the percentage of employees 8ho believe they are utili<ing their talents
increased by 6J A',J overallB#
CurrentlyC 'J of employees 8ould recommend a friend to 8or. here Aan increase from %!J
in !!%B#
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University of Colorado Boulder Guide to Motivating Employees
Employees 8ith a shorter length of service Aunder t8o yearsB have been consistently more
positive and optimistic about the 8or. environment# &t is vital that campus capture and build
on this optimism
-hile employee opinions have improved in regards to recognition programs and re8arding
employeesC the !" survey highlighted that this is still a .ey area to focus on improving# ;ur
hope is that this guide 8ill help you start recogni<ing those individuals 8ho are 8illing to go
above and beyond to ma.e the campus and your department a better place# By effectively
recogni<ing employeesC you can help supportC develop and retain great employees 8ho have
chosen to 8or. for the University of Colorado Boulder# -ithout recogni<ing and motivating
employees in 8ays that are meaningful to them there is a ris. that you 8ill lose them#
&n their bestselling boo. on employee retentionC Love Em or Lose EmC Beverly 7aye and
1haron Jordan/Evans ran.ed the top reasons emplo-ees remain :'ere t'e- are+
"# Career gro8thC learningC and development
# E:citing and challenging 8or.
(# Meaningful 8or.C ma.ing a difference and a contribution
*# Great people
,# Being part of a team
%# Good boss
'# Recognition for 8or. 8ell done
0# 9un on the Iob
6# >utonomyC sense of control over my 8or.
"!# 9le:ibilityC for e:ampleC in 8or. hours and dress code
""# 9air pay and benefits
"# &nspiring leadership
"(# $ride in the organi<ationC its missionC and Kuality of product
"*# Great 8or. environment
",# )ocation
"%# Job security
"'# 9amily/friendly employer
"0# Cutting/edge technology
3his list provides a hint of 8hat matters to employeesC 8hich is a .ey point in employee
motivation# >o: :ould ans:ers from emplo-ees in -our unit matc' or differ from t'is list=
9ind out 8hat matters to them by as.ing D one on oneC in a groupC or using the sample
Motivation 1urvey# 3hen use principles and ideas from the HR Guide to customi<e an approach
to motivating your staffC based on 8hat you learn#
,
University of Colorado Boulder Guide to Motivating Employees
II. Elements of a Successful Motivation Program
$. !eneral Principles of Motivating Emplo-ees
&n a recent research studyC personal congratulations by managers of employees 8ho do a
good Iob 8ere ran.ed first from %' potential incentives evaluated# 1econd 8as a personal
note for good performance D 8ritten by the manager# 1imple approaches provide some of
the most effective strategies for motivating staff# ;ther fundamentals include?
?no: -our staff. >s. 8hat they value and 8hat motivates them#
!ive feed4ack. 1pecificC on/the/spot praise is goodL 2$raise in publicEcritici<e in
private5 demonstrates respect and achieves results#
Partner :it' staff in ac'ieving t'eir goals. >s. employees about their career goals
and offer related assignments 8henever possible#
Educate emplo-ees about the 2business5 of the department and the university# 1uch
learning can be fulfilling for employeesC and can ma.e them more valuable assets#
?eep emplo-ees informed and involved 8ith the big picture at the university and
8ithin the department# 1eeing ho8 hisEher role serves the greater mission increases
hisEher feeling of connectedness at 8or.#
Use re:ards t'at 'ave mutual 4enefitC such as s.ill training and professional
development#
Use monetar- re:ards sparingl-C and al8ays in conIunction 8ith feedbac.C
personal recognitionC etc#
Effective motivation enhances the employeeGs intrinsic sense of accomplishmentC
contributionC involvementC and satisfaction# Re8ards that facilitate this usually relate to
the mission and values of the organi<ation# ASelf Actualization and Self Esteem are the
Highest Order of Incentive, 9# Hudet<?
http?EEbat0#inria#frEMlangEhotlistEfreeElicenceEpapersEre8ardEhudet<#html#B Motivators
lin.ed to our mission at CU/Boulder might include?
Education E professional development
Release time to attend classes andEor training sessions
Release time to volunteer or participate in campus events
Career advancement opportunities
Career counseling
> culture of open communication
Mentoring
3ogether 8ith verbali<ed appreciationC these opportunities say loud and clear to
employeesC 24our contribution is highly valuedC and your Kuality of life matters to the
university#5
1ome may be surprised to learn that monetary re8ards often do not produce long/term
performance and productivity results# &n factC some research sho8s that re8ard programs
8hich solely emphasi<e cash incentives can actually 2de/motivate5 staffC by changing the
employeeGs focus from hisEher inner sense of accomplishment and contribution to
%
University of Colorado Boulder Guide to Motivating Employees
attaining the 2carrot5 of the incentive a8ard# ADump the ash, Load on the !raiseC B#
=elsonB
2. Emplo-ee Involvement
1upervisors can help employees broaden their perspective by regularly discussing
strategic issuesC and by supporting involvement in campus organi<ationsC committeesC and
training programs such as the University $erspective $rogram # -ith a broadened
vie8pointC the employee better reali<es ho8 hisEher Iob supports the mission and vision
of the university# >n employeeGs feeling of 2contributing to the 8hole5 enhances hisEher
sense of belonging and satisfaction#
3imes of economic constraint present supervisors 8ith financial challenges as 8ell as an
increased sensitivity to employee morale# 9ocusing motivation efforts on enhancing the
employeeGs sense of contribution and involvement can be an effective 8ay to .eep staff
motivated#
%. &usiness 7iterac-
Business literacy is a popular concept in employee motivation research# Business
)iteracy is defined as employees 2thin.ing li.e strategic business partnersC5 or in higher
educationC thin.ing li.e department heads# 3he university has an effectiveC business/
literate 8or.force 8hen?
Employees understand the big picture of the university
Employees become literate in the business of higher education
Employees receive direct feedbac. about their impact on customers and on the
organi<ational mission
Employees .no8 .ey contact persons and 8or. procedures on campus
1upervisors play the role of coach to develop business literacy among staff# 3he leader
can create systems that enhance strategic thin.ing# Coaching can include financial .no8/
ho8C political a8areness Acampus and state levelBC shared decision/ma.ingC etc#
> research study by the Business )iteracy &nstitute sho8s ho8 business literacy training
impacts organi<ational success# A"eaching Employees the #asics of #usiness$ An
O%nership Imperative, 7# BermanC ;nlineMagC >pril !!"#B Results included?
(ommunication improved 6"J
?no:ledge of t'e 4usiness improved 6"J
"rust improved '"J
E8penses decreased '*J
(as' flo: improved %0J
Profit improved %%J
9or more information on creating a business literacy training programC see p ",#
*# ision and alues
-hen employees are involved in developing operational strategies to carry out the vision
and values of their 8or. unitC a ne8 level of engagement is achieved# $articipating in a
'
University of Colorado Boulder Guide to Motivating Employees
group process to8ard this end can be highly motivatingC and it lends itself to strengthened
team8or.# 1uch a process allo8s individuals to lin. their o8n values and 8or. to the
strategic vision of the unit# -hen the supervisor follo8s up this process 8ith ongoing
opportunities for participationC it can prove to be a ne8 source of stimulation for the staff
member# +ision and values initiatives can also energi<e a de/motivated 8or. group# &t is
the role of the leader to create a strategic vision that guides employees in their 8or.#
Creating a shared vision ta.es timeC and managers on campus may feel this is the last
thing they have time to pursue# But it is an opportunity for all supervisors and managers
to rise to the call for leadership# 3his proactive approach is the long/term .ey to success#
-hile this offers challengesC it promotes ne8 involvementC enthusiasmC and productivity
on the part of staff# -hen the leader engages everyone in the enterpriseC and generates a
shared visionC employees are inspired to do the best they can do#
3he Department of ;rgani<ational N Employee Development offers departments a
+isionC MissionC and +alues 9acilitation# Call ;ED to set up a session (!(#*6#0"!(#
9. Work;life Initiatives
;ffering 8or./life related per.s and benefits is another strategy to increase employee
productivity and morale# AA &e% 'eans to Improve !roductivity, !rofita(ility, and
Employee 'orale, R# Harrington) ;nlineMagB
>t Johnson N JohnsonC employees 8ho used fle:ible 8or. options and family leave
policies averaged ,!J less absenteeism than among the 8or.force as a 8hole#
> survey of nine employers in the 1mart +alley &nitiative in California found
telecommuters to be ,J more productive on the days they 8or.ed at home and !J
more productive overall#
> Oero: customer service center turned decisions about 8or. schedules over to
employees# Employee 8or. teams no8 control the schedulingC resulting in improved
moraleC better customer serviceC and a (!J reduction in absenteeism#
Many 8or./life benefits and discounts are available for CU/Boulder staff# 3hese are
available on the Human Resources 8eb site# &nformation on initiating a fle:/schedule
option for your 8or. unit is available on p# 6#
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University of Colorado Boulder Guide to Motivating Employees
III. Practices to Inspire Motivation in Your Work Unit
$. Sa- @"'ank YouA
=othing can beat receiving personal than.s 8hen an employee has put in e:tra effort on a
proIect or achieved a goal that you mutually set# &mmediateC specific ac.no8ledgement
A23han.s for staying late to finish those calculations & needed# 3hey 8ere critical for my
meeting this morning#5B )ets the employee .no8 8hat heEshe did and 8hy hisEher effort
8as of value# 3his could be follo8ed up by ac.no8ledging the employee at a
departmental or 8or. unit staff meeting# Ma.e sure to be deliberate in ac.no8ledging
your employeesC 8hich you can do by setting aside time in your day or 8ee. for saying
2than. you#5
2. !et to ?no: Emplo-ees
3a.e the time to meet 8ith and listen to employees# ;ne incentive or approach may not
8or. 8ith allC so itGs important to as. staff 8hat motivates them# DonGt be afraid to as.
direct KuestionsC li.e 2-hat motivates you to stay hereP5 2-hat 8ould lure you a8ayP5
and 2-hat .inds of incentives 8ould be meaningful to youP5 1uch Kuestions give you
insight into the employeeGs valuesC 8hich you can use in designing incentive programs
that 8or.# Using the Motivation 1urvey to stimulate dialogue 8ith the employee can also
accomplish this goal#
%. *eveloping an 0lternate Work Sc'edule for Your Unit
>lternate 8or. schedules Afle: schedulesB provide a po8erful tool for management that
can be used to fulfill business needsC accommodate a changing 8or.forceC assist 8ith
recruitment and retentionC and help employees achieve a better 8or./life balance# 9le:
schedules reKuire a high level of consideration in vie8 of the operational needs of the
university# Developing a fle: schedule reKuires the support of the appointing authorityC
and the program must ta.e into account overtime regulations to ensure compliance 8ith
the 9air )abor 1tandards >ct A9)1>B# > fle: schedule may be available to some or all
employeesC depending on the needs of the 8or. unit#
>lternate 8or. schedules include options such as?
Q9our tensQ / the employee 8or.s four "!/hour days per 8ee.
Q=ine/eightyQ / the employee 8or.s 0! hours over a t8o 8ee. period 8ith one
day off every other 8ee.# 3he 8or.8ee. is adIusted to ensure compliance 8ith
9)1>. Bote
$
+ Please consult :it' Emplo-ment Services 4efore implementing
t'is option.
"
Determine if this participation is 8or./related and can thus be incorporated into an employeeGs set 8or.
hours# &f notC create fle:ibility that 8ill allo8 them to rearrange their 8or. schedule to support
participation#
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University of Colorado Boulder Guide to Motivating Employees
QCore HoursQ / all employees 8or. coreC reKuired hours Asuch as 6 a#m#/( p#m#B
but are granted fle:ibility to schedule the rest of their shift Asuch as % a#m#/( p#m#C or
6 a#m#/% p#m#B#
&mplementing a fle: schedule reKuires appointing authority support# &f you
8ish to initiate a programC please 8or. directly 8ith Employment 1ervices
A(!(#*6#%*',BC to ensure compliance 8ith 9)1> regulations and chec. the Human
Resources 8ebsite for more guidance#
4. Up:ard /eed4ack
Up8ard feedbac. allo8s employees the opportunity to provide constructive input about
business practices in your 8or. unit# 3his process can help build trust 8ith staffC
especially if their suggestions are implemented to ma.e improvements 8ithin the
department# Up8ard 2evaluations5 can help supervisors assess areas for improvement#
>n e:ample of ma.ing this possible is to 21hado8 a Manager5 or 21hado8 an
Employee5 and learn about the 8or. carried out in other areasEdepartments
8ithin a unit#
3his process can produce e:cellent resultsC but can be challenging# &t should be
conducted 8ith the support of professional assistance# ;rgani<ational and Employee
Development A;EDC (!(#*6#0"!(B can provide facilitators to help you conduct the
processC and ensure it is handled 8ithin university and legal reKuirements# ;ED has a
template to use for soliciting up8ard feedbac.#
9. 7SI and C(I CrganiDational Inventories
3he )ife 1tyles &nventory
3M
A)1&B and ;rgani<ational Culture &nventory
3M
A;C&B are tools
available through ;rgani<ational and Employee Development A;EDC (!(#*6#0"!(B#
3he )1& assists individuals in identifying and understanding their thin.ing patterns and
self/concepts# Using this informationC they can improve the effectiveness of their
behavior# 3he ;C& analy<es thought and behavior patterns associated 8ith an
organi<ation or social unitC measuring " different cultural styles# 3he ;C& analysis
includes an overvie8 of 8hat cultural styles are most effectiveC based on the
organi<ationGs purpose# 3hese tools have been used successfully by many departments at
CU/Boulder# ;ED facilitators 8ill assist you in utili<ing these inventories#
6. Bominate Staff
Recogni<ing employees for one specific achievement or for ongoing contributions is an
e:cellent 8ay to let them .no8 they are valued# CU/Boulder has numerous opportunities
throughout the year to nominate staff to recogni<e accomplishments in a variety of areas#
-hen you nominate employees for campus/8ideC universityC or state/8ide a8ardsC it
brings recognition to the individual and the department# -hether or not the employee
28ins5 the a8ardC they .no8 that you recogni<e and value their contribution# 1ee p# 0
for a list of campusC universityC and state a8ards for 8hich you might nominate staff#
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University of Colorado Boulder Guide to Motivating Employees
<. (reate Your C:n *epartmental 0:ards Program
&nvolving staff in creating departmental a8ards is a great opportunity to engage them in
defining 28hat ma.es a good employee#5 By creating a8ards that relate to the mission of
your areaC you increase a8areness and motivation among staff#
&n !!"C the CU/Boulder Department of Human Resources initiated a formal recognition
program for its staff# 3he program 8as designed by staff to recogni<e e:cellence in
performance and service 8ithin the Department of Human Resources# 3he primary goal
of the program is to encourage the best from employees 8hile providing incentives for
continued e:cellence# 3he a8ard categories are lin.ed to departmental values#
Categories used by Human Resources include? Building Community and Respecting
DiversityH E:cellence in Customer 1erviceH Creativity and 9le:ibilityH 3eam8or. and
CooperationH &nternal 1piritEBright ;utloo. >8ardH =e8 &deas and 3echnologyH the 3ao
>8ard N Roo.ie of the 4ear# >ssistance in creating your o8n departmental a8ards
program is available through Human ResourcesH contact Employment 1ervices at
(!(#*6#%*',#
.. Encourage Staff Participation on (ampus
Becoming involved in campus committeesC organi<ationsC and events is a .ey 8ay for
staff to become more .no8ledgeable about the university# By supporting and
encouraging involvementC you are helping employees create a sense of connection that
e:tends across departmental boundaries# > fe8 e:amples of ho8 and 8here staff can get
involved include?
Boulder Campus 1taff Council
+olunteer as a Commencement Marshall
>ttend the annual ChancellorGs Diversity 1ummit
>ttend moviesC and musical or theatrical performances on campus
$articipate in training opportunities on campus
Use release time to attend Conference on -orld >ffairs sessions or other campus
programs
9. (reative 6ecognition Ideas
Even 8ith practices in place to develop intrinsic motivation among staffC sometimes you
need Kuic. ideas to re8ard employees in the moment# Employees feel more valued 8hen
incentives and feedbac. are given throughout the year# Here are some ideas for no/cost
and lo8/cost 8ays to motivate staff#
Bo;(ost Ideas
3han. or congratulate the employee in person or in 8riting
-rite a letter to the employeeGs family telling them about hisEher accomplishments
and 8hat it means to you and the department
=ominate the employee to serve on a committee or special proIect
""
University of Colorado Boulder Guide to Motivating Employees
=ominate employees for a university or campus a8ard
=ominate employees to participate in a mentoring program
=ominate employees to participate in the University $erspective $rogram
Grant release time for staff to participate in the tuition 8aiver benefit for CU courses
Grant release time for staff to ta.e free courses offered on campusC li.e
*undamentals of SupervisionC +enerations in the ,or-placeC etc#
Celebrate the successes of the 8or. unit 8ith a potluc. lunch
&nclude 2.udos5 as an agenda item in staff meetings
Encourage staff to appreciate each other
Get a proclamation or note of than.s from a higher level supervisor to recogni<e the
employeeGs accomplishment
$ost inspirational messages around the office
>s. staff ho8 they 8ant to be recogni<ed
7o:;(ost Ideas
&mplement a peer recognition program in staff meetings by utili<ing nomination
sheets that serve to nominate employees for their 8or. based on the departmentGs
valuesEvisionEmission#
oCan be read aloud at meetings for public praise and could do a dra8ing to 8in a
small pri<e
oCreate a creative title for your program such as 2Buff Buc.s5
Create bulletin board space to laud employees publicly
3reat the employee to coffee or soda and a chat
Celebrate the completion of proIects
Develop a departmental recognition program
)eave a flo8erC balloonC candyC or note in the personGs 8or. area
3a.e picturesC and post 8ith captions describing the great efforts employees ma.e for
your department
R"/"! ideas? coffee shop certificateC lotto tic.etC magnetC insulated mugC des.
calendarC lunch gift certificateC picture frameC plant
Create a Bright &deas a8ard? $aint a light bulb gold or silverC mount it on a clay or
8ooden baseC and label 2Bright &dea >8ard5
$at on the Bac.? Dra8 an outline of your hand on a sheet of colored paper and 8rite
a short message that tells employees 8hy they deserve a pat on the bac.
Buy staff a boo. related to an area of professional interest
1end an employee to a seminar related to hisEher career goals
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University of Colorado Boulder Guide to Motivating Employees
I. !reat "ools to !et You Started#
$. *eveloping a *epartmental 6ecognition Program+ Steps
Getting 1tarted?
a# Use the Developing a Recognition $rogram guide to find out the reKuirements and the
available resources for developing a recognition program#
b# Contact Employment 1ervices A(!(#*6#%*',B#
c# 1ee. support and commitment from your appointing authority#
d# Use input from employees to develop your program# Create a staff committee for this
purposeC or as. for input in other 8ays#
e# &ncorporate your departmental mission and valuesC to determine 8hat
accomplishments and behaviors should be re8arded#
f# Use the Motivation 1urvey to determine 8hat incentives are valued by staff#
g# Revie8 the >dministrative $olicy 1tatement A>$1B on $ropriety of E:penses and the
$rocurement 1ervice Center A$1CB $rocedural 1tatement? Recognition and 3raining )
>ll recognition and training activities should be Iudged against the 3ests of $ropriety
and are subIect to the $1C $rocedural 1tatement 1ensitive E:penses)
Revie8 and approval of formal recognition programs is the responsibility of Human
Resources and the appropriate ;fficer# Departments must submit a draft program to
HREEmployment 1ervices prior to distributing a document for signatures# HR revie8 and
approval provides reasonable assurance that the program complies 8ith $1C rules and
reKuirements#
7eep in mind that prior to spending University funds for a8ardsC re8ardsC or pri<esC a
recognition program must be in place and approved by HR and your +ice Chancellor# Be
sure to develop a program before handing out any a8ards#
2. Elements of a Successful 6ecognition Program+
9or details on creating recognition programs see the Developing a Recognition $rogram
guide#
a# > statement of the departmental mission and values#
b# > statement of the purpose of the recognition program#
c# > description of the specific programs and practices your department has decided to
implement to enhance motivation 8hich include?
> description of 8ho is eligible to receive the a8ard Amust be more than " eligible
personB#
Clear description of the recognition a8ard criteria Aof the behavior or
accomplishment being recogni<edB#
>n e:planation of the method used to select the 8inner of the a8ard#
> description of the a8ard itselfC including the a8ard limit or ranges as 8ell as the
total aggregate of all a8ards in a given year#
>nd the time line for 8hich the program 8ill be in placeC either continually or for
a defined period#
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University of Colorado Boulder Guide to Motivating Employees
%. Motivation Surve-+ >o: to /ind Cut W'at Emplo-ees Want
3he staff in Human Resources developed a Motivation 1urvey that can be used to identify
8hat employees in your area value most# 3he survey includes open/ended Kuestions
about the employeeGs goals and interestsC as 8ell as a chec./list in 8hich the employee
ran./orders those motivators that have the greatest value to himEher# 3his information can
be used to better understand employees and to identify effective incentives for
individuals# &deallyC supervisors might use a completed survey to initiate dialogue 8ith
individual employeesC in order to deepen communication and set goals# "'e surve- is
availa4le on p. 29. Departments can modify or tailor this survey to suit their needs#
4. Motivation Ideas to En'ance t'e Work Environment
3he follo8ing practices assist in creating a 8or. culture that enhances employee
motivation?
Create a 8or. environment that is openC trusting and fun
Encourage ne8 ideasC initiative and creativity
&nvolve staff in decisions that affect themC and provide opportunities for feedbac.
Give employees reasonable control of their 8or. processes and environment
/empo8er themL
Continually praise your best employees and deal 8ith lo8 or marginal performers
individually#
Help individual employees lin. personal goals 8ith organi<ational goals
$rovide ne8 and interesting 8or. assignments 8hen possible
Hold 2rap sessions5 8ith staff to find out their vie8s and ideas
>ccommodate personal needs and problems 8hen possible
Create a fle:ible 8or. schedule that meets the business needs of your unit
Ensure a safe 8or. environment
-rite your departmentGs biggest challenge on a piece of poster board in a common
area# &nvite staff to 8rite solutions on the sheet and revie8 in one 8ee.
$rovide immediate feedbac.
Help employees prioriti<e and organi<e their 8or.#
3o ma.e ne8 employees feel 8elcomeC develop a formal 8elcome program#
Determine 8hat employees are motivated by Athis is 8here the motivation survey
helpsB#
Consider implementing creative compensation for e:cellent employees Ai#e# paid
par.ing for a certain number of monthsC fle:ible 8or. hoursC etc#B
3ype the follo8ing phrases into Google 2Motivating Employees5C 2Employee Recognition5C
2&nspiring Employees5C 2Employee >ppreciation5C and 2Employee Engagement5 you 8ill find a
variety of additional information about this topic#
. Practices to &uild Motivation for Individuals
"*
University of Colorado Boulder Guide to Motivating Employees
$. Motivating :it' Performance Management
1upervisors should 8or. individually 8ith each of their employees to find out 8hat
motivates them and develop a plan to8ards implementing those motivations# By
allo8ing the employee to describe their o8n personal goals and incentives the supervisor
has the opportunity to tie them to performance and supervisorGs e:pectation of a
successful employee#
Engaging employees in the $erformance Management process can be an effective
motivational tool# 3he $erformance Management $rogram 8as designed to be a 8or.ing
document that allo8s for appropriate collaboration bet8een the employee and supervisor
in developing goals and encouraging communication and dialogue during the coaching
and evaluation aspects of the process# -hile collaboration is not a reKuired element of
developing a performance planC allo8ing an employee to develop or have input on one or
more of their goals can send a strong message to the employee that their supervisor is
supportive of their professional gro8th and development and genuinely interested in their
success# Employees 8ho are engaged in the process of developing their o8n goals often
challenge and hold themselves accountable to attain greater successC sometimes even
more than a supervisor 8ould 8hen unilaterally developing a plan# >llo8ing input on and
incorporating goals that encourage employees to develop professionally in areas for
8hich they are most interested or passionate is one of the best 8ays to attractC developC
motivate and retain outstanding employees# 3his can be accomplished through
incorporating goals in a performance plan that 8ill e:pand their .no8ledge of current Iob
duties or encourage them to develop ne8 s.illsC often through training and the application
of that training in the 8or.place#
9or more information on the performance management process and ho8 it can be used as
an effective motivational tool in the 8or.placeC please consult 8ith the ;ffice of )abor
Relations by calling (!(#*6#!6,% or visiting the Human Resources 8ebsite at
http?EEhr#colorado#eduElrEpmE$agesEdefault#asp:#
2. (reate a Successful &usiness 7iterac- "raining Program
1hare critical numbers and reports that reflect your departmentGs progress to8ard
goals and obIectives and reflect the impact of individuals# Discuss this information
8ith staff#
Revie8 the mission and vision# 3his provides everyone 8ith a sense of 8here they
belongC 8here they are goingC and ho8 they are going to get there# &t is a critical
element in ensuring everyone feels a part of the organi<ation#
Communicate freKuently# 1hare information being discussed at higher levels of your
organi<ation and other places on campus#
Discuss ho8 decisions at the state and university levels impact your area#
Encourage professional development and participation in training opportunities#
A$lease visit the Human Resources 8ebsite for a list of courses and seminars offered
by ;rgani<ational and Employee Development# $rovide immediate feedbac. about
staff performance# )et the positive out8eigh the negativeC but communicate fran.ly
about both#
",
University of Colorado Boulder Guide to Motivating Employees
&nvolve ;rgani<ational and Employee Development or Human Resources as a
strategic partner in your planning#
%. *epartment Mentoring Program
Mentoring programs provide effective succession planning strategies that benefit an
organi<ation in many 8ays# Mentoring programs can be valuable tools in recruitmentC
retentionC .no8ledge transferC and 8or. force development# Mentoring can also
contribute to the promotion of diversity in an organi<ation# Mentoring involves a mentor
and mentee 8or.ing together to help develop the menteeGs .no8ledgeC s.illsC and abilities
in a particular area# 3he mentorGs role is to serve as a teacherC coachC and advisorC and
offer their insight and e:perience#
Employment mentoring programs are most successful 8hen the purpose and process for
the program are clearly defined# 1ome e:amples of a mentor programGs purpose include?
assisting the department 8ith succession planning activitiesH providing learning
opportunities for ne8 and ne8ly promoted employeesC increasing retention of valuable
employeesC improving representation of underrepresented employees in management
positionsC and enhancing morale and productivity#
1ome tips and best practices from organi<ations 8ith mentor programs include the
follo8ing?
/ &nvolve employees in the design of the program as this allo8s for program clarity and
buy/in# >dditionallyC setting up a pilot program may help to develop a 8or.ing
model and refine guidelines and reKuirements#
/ 1uccessful mentoring programs reKuire support from upper administration in order to
sustain themselves# 9or e:ampleC have top leadership involved in the program
through their participation and through other forums#
/ Ma.e the program transparent and available to all employees#
/ 1et a specific duration for the mentor relationship 8ith a beginning and end date Ait is
fine if the mentor relationship naturally e:tends beyond this timeB#
/ ;ffer guidelines or a trainingEmeeting for mentors and mentees in order to provide
guidelines and tips that might be helpful#
/ 9le:ibility is .ey D provide mentors and mentees 8ith the ability to reevaluate the
program and their o8n progressS.eep the process simple and informal#
/ Encourage mentors and mentees to avoid 8or. conflicts by infusing mentoring into
oneGs e:isting 8or. i#e# via Iob shado8ingC special assignmentsC teleconferencingC
field tripsC readingC 2home8or.5C and 2problem area5 chats as mentoring tools#
/ &nvolve supervisors by letting them .no8 about the programC inviting them to
orientationsC and encouraging mentees to share their mentoring progress#
/ Recogni<e mentors and mentees services via an a8ard or gathering once per year#
4. (ourse Cfferings 4- CrganiDational and Emplo-ee *evelopment
Many development opportunities for staff e:ist right here on campus# ;rgani<ational and
Employee Development A;EDB offers a variety of multi/day courses ranging from basic
computer s.ills to fundamentals of supervision at no cost to employees or departments#
9or those unable to attend a multi/day formatC shorter s.ills/development 8or.shops are
presented by .no8ledgeable campus staff and are generally t8o to four hours in length#
"%
University of Colorado Boulder Guide to Motivating Employees
3hese 8or.shops cover such topics as Customer 1erviceC Emotional &ntelligenceC 3ime
ManagementC and Communication# # +isit the Human ResourcesE ;rgani<ational and
Employee Development 8ebsite for more information#
9. Universit- Perspective Program
3he University $erspective program is sponsored by the Boulder Campus +ice
ChancellorsC ChancellorC and 1ystem >dministration# 3he programGs obIective is to
e:pand staff .no8ledge beyond their individual department and campus to provide a
broader understanding of the University of Colorado system# $articipants engage in
discussions 8ith various .ey administrators to learn about the universityTs internal
processesC and its interactions 8ith the legislatureC Board of RegentsC etc# -ith their ne8
perspective and insightsC participants can contribute more meaningfully to CU/BoulderGs
mission and goals# 9or information on ho8 to nominate an employee for this programC
contact (!(#*6#0"!(C or visit the Human Resources 8ebsite#
6. Interest "esting
Counseling and $sychological 1ervices offers interest testingC including?
M-ers;&riggs "-pe Indicator EM&"IF
>ssesses an individualTs preferred 8ays of ta.ing in information and ma.ing
decisionsC based on JungGs theories of personality type#
Strong Interest Inventor- ESIIF
Compares an individualGs interests 8ith those of people 8ho li.e their
occupationsC based on the Holland ;ccupational Codes#
Counseling and $sychological 1ervices is located in the Center for Community AC*CBC
Room 1**!# $hone? (!(#*6#%'%%# =ominal fees are assessed for interest testing#
;rgani<ational and Employee DevelopmentC 8ithin the Department of Human Resources
offers?
6eal (olors
9or centuriesC people have searched for 8ays to pee. into the human mind# 3he
Gree. philosopherC scientist and physicianC Hippocrates 8rote that all human
beings could be divided into four distinct personality types# Real Colors is an
instrument based on the more modern 3emperament theories developed by David
7eirsey# &t is designed to help people recogni<eC acceptC learn to value and
understand human behaviors to improve empathy and communication in the
8or.place#
<. /acult- and Staff 0ssistance Program E/S0PF
9aculty and 1taff >ssistance $rogram A91>$B is a confidential counselingEconsulting
service designed to provide assistance to faculty and staff for personal or 8or. related
concerns that may interfere 8ith Iob performance# 3he 91>$ staff can help you deal
"'
University of Colorado Boulder Guide to Motivating Employees
more effectively 8ith a variety of concernsC 8hich may include depressionC problem
drin.ingC drug abuseC interpersonal conflictsC career e:plorationC and Iob/related stress#
1ervices are free of chargeH si: sessions per calendar year# Detailed information is
available on the Human Resources 8ebsite#
"0
University of Colorado Boulder Guide to Motivating Employees
I. W'at You (an and (an)t *o+ Policies, Procedures and !uidelines at t'e
Universit- of (olorado
$. 0dministrative Polic- Statement E0PSF
$ropriety of E:pense provides guidance for the appropriateness of e:penses made using
university funds#
2. "'e Procurement Service (enter EPS(F Procedural Statement+ 6ecognition and
"raining.
3his $1C $rocedural 1tatement? aB sets forth University rules and reKuirements for using
university funds to pay for training and recognition activitiesH bB is designed to provide
reasonable assurance that recognition a8ardsC re8ardsC and pri<es distributed by the
University are properly categori<ed and subIect to appropriate ta: reportingH and cB is
designed to ensure the proper capture and reporting of recognition a8ardsC re8ardsC
pri<es given to employeesC associates and other individuals Aincluding studentsB# >ll
recognition and training activities should be Iudged against the 3ests of $ropriety and are
subIect to the $1C $rocedural 1tatementC 1ensitive E:penses#
%. 0dministrative 7eave
>dministrative leave Adescribed in Colorado Department of $ersonnel DirectorGs
>dministrative $rocedures ,/"6 and ,/!B is discretionaryH it provides for the appointing
authority to grant paid time to employees for reasons determined to be for the good of the
state# 9or e:ampleC if an employee has performed e:ceptionally 8ell D above and beyond
e:pectations D on a departmental or campus proIectC this 8or. might be considered for
the good of the stateC and the appointing authority could choose to grant the employee
administrative leave on this basis# More information about >dministrative )eave is
available on the Human Resources 8ebsite#
4. Spot 0:ards
1pot a8ards and other types of cash a8ards must be prudently managed in times of
financial challenge# -hen a department develops its o8n re8ardEincentive programC it
may include the use of immediate cash or non/cash incentive re8ards in recognition of
special accomplishments or contributions throughout the year# 1uch a8ards could also
augment annual performance a8ard payments# A$ersonnel DirectorGs >dministrative
$rocedure (/"#B Developing such a program reKuires appointing authority approvalC and
the departmentGs criteria for receiving an a8ard must be clearly communicated to all
employees in advance of implementationC in order to assure the policy is applied
consistently# 9or more information on ho8 to develop a departmental recognition
programC see Developing a .ecognition !rogram +uide #
9. >o: to Enter (as' 0:ards in PeopleSoft >6MS
> cash a8ard is entered in $eople1oft HRM1 as a one/time paymentC through time
collection# &nformation on processing monetary a8ards for staff through the $eople1oft
system is available on the $ayroll and Benefit 1ervices 8ebsite?
"6
University of Colorado Boulder Guide to Motivating Employees
http?EE888#cusys#eduEpbsEpayrollEresourcesEdo8nloadsE$B1/$rocedures/Guide#pdf#
Detailed information on >8ards A9or 1pecial Recognition or >chievementB is provided
on pages , and % of the $B1 $rocedures Guide# Cash a8ards 8ill sho8 up in the
employeeGs monthly pay stub and 8ill affect the rate of ta:ation# 3he ;ne 3ime $ayment
form can be do8nloaded at? https?EE888#cu#eduEpbsEformsEdo8nloadsEadditional/pay#pdf
6. "a8a4ilit- of Incentive 0:ards
3he value of the recognition a8ardEpri<e generally is considered as being income to the
receiving employee andC as suchC is subIect to reporting and ta:ation on the employeeTs
9orm -/# &mplementation guidelines related to employee recognition at the University
of Colorado and information about Reporting and Recording Recognition >8ardsC
Re8ards and $ri<es can be found 8ithin the $1C $rocedural 1tatement? Recognition and
3raining#
BC"E+ >ll cash a8ards are reportable on an employeeTs -/ regardless of dollar
amount# =on/cash a8ards of R"!! or less are =;3 reportable on the -/C unless they
e:ceed R"!! in aggregate in any calendar year# 3he R"!! threshold does not apply to gift
certificates# >ll gift certificatesC regardless of the dollar amountC are reportable on an
employeeTs 9orm -/ and must be entered into $eople1oft HRM1#
'a-e sure to notify your employees of these reporting re/uirements)
<. *onations as t'e Source for Incentive 6e:ards
&n times of financial constraintC there are still creative 8ays to procure incentive a8ards
for employees# Many restaurants and other businesses in Boulder rely on the patronage
of CU facultyC staffC and students for their survival# Many vendors are 8illingC 8hen
as.edC to contribute to staff recognition programs# 3a.e the initiative to inKuire about gift
certificates or other items that a local business might contribute to use for staff incentive
re8ards# =;3E? >ll gift certificates Apurchased or donatedBC regardless of the dollar
amount are reportable on an employeeTs 9orm -/ and must be entered into $eople1oft
HRM1# 1ee &mplementation Guidelines in the $1C $rocedural 1tatement? Recognition
and 3raining#
!
University of Colorado Boulder Guide to Motivating Employees
II. /01)s
Q: What are the advantages of an employee motivation program?
0+ Emplo-ee motivation programs can 'elp -ou improve and en'ance
emplo-ee performance and morale. Employees e:perience greater
satisfaction from their 8or. 8hen they feel valued and are generally
recogni<ed for their contributions# Motivation programs can help an
employee understand hisEher role in fulfilling the mission of the
department and the university# Motivation programs can also assist 8ith
recruiting and retaining top Kuality staff#
Q: What are the disadvantages of employee rewards programs?
0+ Emplo-ee re:ards can 4e de;motivating :'en emp'asis is placed
solel- on attaining t'e re:ard. 3o be effectiveC a re8ards program must
enhance employeesG feelings of connection 8ith the underlying purpose of
their 8or.C such as .no8ing ho8 their efforts relate to the mission of their
department and of CU/Boulder# &nstilling a sense of employee o8nershipC
increasing participationC and teaching business literacy are all 8ays to
cultivate intrinsic motivation# 1ee section on Elements of a Successful
'otivation !rogramC p# "(#
Q: What are the top motivators for employees?
0+ (urrent researc' lists t'e top motivators as+
Challenging 8or.
Recognition
Employee involvement
Job security
Compensation
3he most effective employee motivation programs solicit input from
employees about 8hat has value to them# 1ee template for the Employee
Motivation 1urvey# 9or more motivatorsC see p# ,#
Q: Where do I begin? Where can I get help?
0+ "'is Guide To Motivating Employees is a good start. Read the sections
that interest you# 3here are numerous boo.sC professional IournalsC and
other resources available about employee motivation and other
management/related topics# 3here are also free resources available to you
through 1.illsoft and Boo.s *E'# 3he Department of Human Resources
8ants to support your effortsC and can provide strategic consultingC ideasC
and information on the practices described in the H. +uide# )et us be a
resource to youL A(!(#*6#%*',B
Q: an I use rewards to augment performance management?
0+ Yes, if -ou esta4lis' -our departmental a:ards program and criteria
in advance and implement it consistentl-. 1ee Developing a
Departmental .ecognition !rogram)
"
University of Colorado Boulder Guide to Motivating Employees
Q: an time off be granted as a reward?
0+ Yes, a supervisor 'as t'e discretion to grant administrative leave. 1ee
section on Administrative LeaveC p# "0#
Q: !ow do I get management buy"in?
0+ Emplo-ee motivation programs promote ne: involvement,
ent'usiasm, and productivit- on t'e part of staff. $resent your
supervisor 8ith compelling information about the results of implementing
employee motivation strategies# 1ee section on Elements of a Successful
'otivation !rogramC p# "(# >lsoC read a fe8 of the recommended boo.s
or articles to support your case 8ith data#
Q: What rewards are allowable in terms of state and university rules?
0+ Immediate cas' or non;cas' incentive re:ards are allo:a4le in
recognition of special accomplishments or contributionsC as long as the
department had previously established such an a8ards program Asee
section on 1pot BonusesC p# "0B# &n such a caseC the departmentGs criteria
for granting an a8ard must be clearly communicated to all employees in
advance of implementationC in order to ensure the policy is applied
consistently# 1ee Developing a .ecognition !rogram +uide)
Q: What ta# rules apply to cash and non"cash awards?
0+ 0ll cas' a:ards, regardless of dollar amount, are reporta4le on an
employeeGs 9orm -/ and must be entered into $eople1oft HRM1# =on/
cash a8ards greater than R"!! Aindividually or in aggregateB during the
calendar year are reportable on the -/#
Q: $re gift certificates reportable on an employee%s &orm W"'?
0. 0ll gift certificates Edonated or purc'asedF, regardless of dollar amountC
are reportable on an employeeGs 9orm -/# Departments are reKuired to
enter the information into $eople1oft HRM1# 1ee section on "a0a(ility of
Incentive A%ards, p# "6#
Q: !ow do I process a cash award?
0+ (as' a:ards are processed as a one;time pa-ment t'roug' PeopleSoft
>6MS Atime collectionB# 1ee section titled Ho% to Enter ash A%ards in
!eopleSoftC p# "0#

University of Colorado Boulder Guide to Motivating Employees

III. &i4liograp'-56eading 7ist
"'e follo:ing 4ooks :ere used as resources in developing t'e >6 !uide to Motivating
Emplo-ees.
BlanchardC 7en and Michael ;GConnor# 'anaging #y 1alues# Berrett/7oehler $ublishersC "66'#
Bloc.C $eter# Ste%ardship$ hoosing Service Over Self2Interest) Berrett/7oehler $ublishersC "66(#
CohenC >llan and David Bradford# Influence ,ithout Authority$ A &e% ,ay to +et "hings Done at
,or-) John -iley N 1onsC "66!#
CollinsC Jim# +ood to +reat$ ,hy Some ompanies 'a-e the Leap and Others Don3t# HarperCollinsC
!!"#
HarrisC Jim# +etting Employees to *all in Love %ith 4our ompany# >merican Management >ssociationC
"66%#
HesmathC Dave and )eslie 4er.es# 567 ,ays to Have *8& at ,or-# Berrett/7oehler $ublishersC "66'#
Jordan/EvansC 1haron and Beverly 7aye# Love Em or Lose Em$ +etting +ood !eople to StayC
nd

Edition# Berrett/7oehler $ublishersC !!#
=elsonC Bob and 7enneth Blanchard# 7667 to 'otivate Employees# -or.man $ublishing CompanyC
"66*#
=e8 4or. 1tate Mentoring Report A1eptember !!B# 'entoring$ .eport of the
'entoring ,or- +roup) Retrieved ;ctober (!C !!6 from?
http?EE888#cs#state#ny#usEsuccessionplanningE8or.groupsEMentoringEMentoringJ!Report
J!9inalJ!Report#pdf
=ielsenC Du.e# !artnering %ith Employees$ A !ractical System for #uilding Empo%ered .elationships#
Jossey/Bass $ublishersC "66(#
$ryorC Jeff A!!B# Regis University Master of =onprofit Management Characteristics of Best
and -orst Jobs 1urvey# Retrieved >ugust ("C !!6 from
https?EE8orldclass#regis#eduE>ngelUploadsEContent#
"'e follo:ing articles :ere used as resources for t'is Guide.
"eaching Employees the #asics of #usiness$ An O%nership Imperative, 7aren Berman
A &e% 'eans to Improve !roductivity, !rofita(ility, and Employee 'oraleC Robert J# Harrington
Self2Actualization and Self2Esteem are the Highest Order of IncentivesC9ran. C# Hudet<
8sing 1ision and 1alues to reate a High !erformance OrganizationC Michele Hunt
Instilling a Sense of O%nership Among EmployeesC Dr# Ed8ard )a8lerC &&&
Asset Appreciation !roduces #est .eturnsC Bob =elson
#e reative ,hen .e%arding EmployeesC Bob =elson
Intrinsic 'otivation in 4our Incentive !rogramsC Bob =elson
Dump the ash, Load on the !raiseC Bob =elson
Involving ustomers in Employee .ecognitionC Bob =elson
Simple +estures ount the 'ostC Bob =elson
(
University of Colorado Boulder Guide to Motivating Employees
A Literate #usinessC John 1chuster
Do Employee .e%ards and .ecognition !rograms ,or-P 1mall Business 9orum
reating an O%nership ultureC Matt -ard
http$99managementisa:ourney)com9;67696<9fascinating2num(ers2top2<2employee2motivators9,
Robert 3anner
*
University of Colorado Boulder Guide to Motivating Employees
*eveloping a *epartmental 6ecognition Program
3he Developing a .ecognition !rogram +uide is a comprehensive resource on developing a recognition
program 8ithin the rules of the University as 8ell as e:plaining the best practices in employee
recognition# 3he guide includes ample e:planations and e:amples of all the elements reKuired in a
recognition program as outlined belo8 in the basic recognition model#
Basic Recognition Program Template
Recognition Program Name:
Program Duration: (Is this a one-time program or ongoing?)
Department Mission, Vision, Values: (While including this in the program
document is optional, it is critical that your program align with your departments
mission, vision and values.)
Recognition Awards: (List as many as determined with the following information)
Recognition Categor: (ay include one or more of the following
categories! erit (e"cellence), Length of #ervice, #afety, or $articipation)
%eep in mind these have speci&c de&nitions according to the $#' $rocedural
#tatement! ()ecognition and *raining.+ erit (or e"cellence) is the most
common category for recognition.
!"o is #ligible for t"e Award: ()emem,er to ,e speci&c, e.g. classi&ed
and e"empt professional sta-, faculty, students, or several types.)
Recognition Description and Criteria to meet: ('riteria should ,e
speci&c and easily identi&a,le. )efer to the $#' $rocedural #tatement!
)ecognition and *raining for e"amples.)
$ndi%idual Award to be &i%en, $ndi%idual Cost 'imits or Range: (What
is to ,e awarded, e.g. cash, gift card, etc., and what is the award limit or
range)
(ow often Award is &i%en: (.nnually, onthly, as needed. It can ,e a
com,ination of several.)
Description of )%erall Nomination and *election Met"od: (*his can ,e used
for all of the recognition awards, or can ,e descri,ed for each individual award to
allow variation in the selection method.)
Description of )%erall Program Cost, 'imits and+or Range: (#ome /' areas
re0uire description of the source of funds for awards).
Appro%al:
,
University of Colorado Boulder Guide to Motivating Employees
Departmental Appro%al: (signature)
______________________________________
(uman Resources Appro%al: (signature)
______________________________________
),cer Appro%al: (signature) ______________________________________
%
University of Colorado Boulder Guide to Motivating Employees
0ppendi8 &+ Emplo-ee Motivation Surve-
Universit- of (olorado at &oulder
Emplo-ee Motivation Surve-
=ame? UUUUUUUUUUUUUUUUUUUUUUUUU Date? UUUUUUUUUUUUUUUUUUUU
=;3E? Completing this survey is voluntary# 4our ans8ers may help determine methods to
re8ard and recogni<e your efforts on behalf of our department and the University in the future#
(areer
"# -hat s.ills are you interested in developingP
# -hat 8ould you li.e to be doing in five yearsP
(# -hat classes are you interested in ta.ingP
&usiness
*# -hat do you li.e best about the 8or. environmentP
,# -hat changes could be made in the 8or. unit to improve your 8or.ing conditions or Iob
satisfactionP
%# -hat changes could be made to improve the productsEservices 8e provide to customersP
!eneral
'# Ho8 do you li.e to be recogni<ed for your effortsP Choose your recognition style
preference?
a# formally recogni<ed by the departmentEunit
b# informally recogni<ed by the manager
c# both
d# other? UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
0# &n 8hat hobbies or special activitiesC if anyC do you li.e to participateP
'
University of Colorado Boulder Guide to Motivating Employees
Emplo-ee Motivation Surve-, page 2
Please c'eck all items t'at appeal to -ou as recognition for an accomplis'ment+
Money Job promotion
$rofessional developmentEconference $laKueEcertificate
3ime off >dmin )eave for 1chool or +olunteer >ctivities
3han. you note 9le:ible 8or. schedule
$ublic praiseEthan.s >utonomy over daily 8or. schedule
EducationEclasses or seminars 3elecommuting
&ncreased responsibilities 8ithin current Iob Campus or departmental committee 8or.
;ther? UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
Please rank order t'e top five incentives -ou listed a4ove+
"#
#
(#
*#
,#
=o/ and lo8/cost motivation strategiesC li.e most of the options aboveC are both effective and
fiscally responsible options for campus departments# ;n occasionC thoughC a department may
recogni<e an outstanding achievement 8ith a gift certificate or similar a8ard# &n the event you
should be recogni<ed for an accomplishment in this 8ayC please ans8er the follo8ing Kuestions?
W'ic' t'ree stores5:e4sites :ould make t'e 4est gift certificates for -ou=
"#
#
(#
W'at are -our t'ree favorite restaurants=
"#
#
(#
"'ank -ou for completing t'e surve-#
0
University of Colorado Boulder Guide to Motivating Employees
0ppendi8 (+ 0:ards 0vaila4le at (U;&oulder
=ominating an employee for an a8ard is significant recognition# -inning an a8ard is 8onderful
and sometimes provides a monetary incentive# 3here are several campus and university a8ards
that are available to recogni<e and re8ard deserving faculty and staff# 3he follo8ing is a list of
some available a8ards# 9or more information on selection criteria and application processesC
please contact the specific a8ard committee or contact person#
0lumni 6ecognition 0:ard
3he >lumni Recognition >8ard honors CU/Boulder alumni 8ho celebrate the 9orever
Buffs tenets of engagingC contributing and celebrating their CU pride through their
e:traordinary service to CU/Boulder# Contact the >lumni >ssociation at (!(#*6#0*0*
for more information# 9orms are also available on the >ssociationGs -eb page at
888#cualum#orgEa8ards#
&/0 E8cellence 0:ards for /acult-
Each year the Boulder 9aculty >ssembly presents up to t8elve a8ards for faculty
e:cellence# Up to four a8ards each 8ill be presented for e:cellence in the areas of?
3eachingH 1erviceH and ResearchC 1cholarly N Creative -or.# DetailsC including
nomination instructionsC are available by calling (!(#*6#%'" or on the B9> 8ebsite?
http?EE888#colorado#eduE9acultyGovernanceEa8ards
&uff Energ- Star 0:ard
3he Buff Energy 1tar >8ard $rogram is a voluntary program to sho8caseC recogni<e and
re8ard building proctors that reduce energy 8aste and improve efficiency 8ith the
assistance of the Campus 1ustainability ;ffice N 9acilities staff# 3o nominate your
building for the a8ardC call (!(#*6#"*, or get information from the follo8ing 8ebsite?
http?EE888#colorado#eduEfacilitiesmanagementEaboutEconservationEenergystar#html
('ancellorGs (ommittee on Minorit- 0ffairs Service 6ecognition 0:ard
3his a8ard recogni<es the continuing efforts of CU/Boulder campus units to create a
diverse and supportiveC learningC 8or.ingC and living environmentC as 8ell as their
commitment to promoting an understanding of multicultural issues# 3his a8ard is
presented during the >nnual Campus Diversity 1ummit# 9or more information contact
the ;ffice of DiversityC EKuity and Community Engagement at (!(/'(,/"(( or
http?EE888#colorado#eduEodeceEcampusclimateEcacma#htmlVcriteria#
('ancellor)s (ommittee on Women 0:ards
3he CC- a8ards recogni<e individuals or units on campus that sho8 a clear
commitment to supporting 8omen and 8omenGs issues in several areasC such as providing
8omen 8ith promotion and training opportunities for leadership roles and creating
6
University of Colorado Boulder Guide to Motivating Employees
mentoring opportunities# 9or detailed information
http?EE888#colorado#eduEdiversityEcc8Ea8ardspage#html#
('ancellor)s Emplo-ee of t'e Year
3his is presented annually to one CU/Boulder classified or professional e:empt staff in
recognition and appreciation for e:ceptional Iob performance# 3he a8ard includes a pri<e
of R"C,!! and a plaKue# Contact? ;ffice of )abor RelationsC (!(#*6#!6,%#
EHuit- and E8cellence 0:ard
3his a8ard is given to students 8ho have demonstrated academic achievementC
outstanding service to the university communityC and service to racially andEor culturally
diverse communities# 9aculty and staff 8ho receive this a8ard have made significant
accomplishments in and efforts to8ard promoting the principles of academic e:cellence
and cultural pluralism and diversity# $resentation of this a8ard ta.es place each year at
the EKuity and E:cellence BanKuetC usually in >pril# Contact? ;ffice of DiversityC EKuity
and Community Engagement at (!(/'(,/"((#
!eorge Borlin 0:ard
3he George =orlin >8ard honors alumni of the University of Colorado at Boulder for
distinguished lifetime achievement# &t recogni<es outstanding alumni 8ho throughout
their lives have demonstrated a commitment to e:cellence in their chosen field of
endeavor and a devotion to the betterment of society and their community# Contact the
>lumni >ssociation at (!(#*6#0*0* for additional information# 9orms are also available
on the >ssociationGs -eb page at 888#cualum#orgEa8ards#
?alpana ('a:la Cutstanding 6ecent !raduate 0:ard
3his a8ard recogni<es CU/Boulder alumni 8ho have made e:ceptional contributions to
their field 8ithin ten years of leaving CU# 3he >8ard recogni<es outstandingC career
achievement as 8ell as significant contributions to the community andEor the University# #
Contact the >lumni >ssociation at (!(#*6#0*0* for additional information# 9orms are
also available on the >ssociationGs -eb page at 888#cualum#orgEa8ards#
"'e President)s *iversit- 0:ard
Up to one a8ard per campus is given for the best implementation of the diversity plan at
the academic or administrative unit level# 9acultyC staffC andEor students of any unit that
has a diversity plan may be eligible to be nominated for this a8ard on behalf of the unit#
=ominations must come from the ChancellorTs office# 3he deadline for receipt of the
nomination and all supporting documents is typically in 9ebruary# 9or more informationC
please contact? ;ffice of the >ssistant +ice $resident of >cademic >ffairsC (!(#*6#06""C
https?EE888#cu#eduEcontentEpresident!(6sdiversitya8ard
6o4ert 7. Stearns 0:ard
3he 1tearns >8ard recogni<es outstanding members of the current CU/Boulder faculty
and staff# &t honors e:ceptional achievement or service in any oneC but usually a
(!
University of Colorado Boulder Guide to Motivating Employees
combination of the follo8ing areas? outstanding teachingC e:traordinary service to the
UniversityC e:emplary 8or. 8ith studentsC significant research andEor off/campus service
to the community# 3he >8ards Committee considers the Kualifications of staff nominees
separately from the Kualifications of faculty nominees# Contact the >lumni >ssociation
at (!(#*6#0*0* for additional information# 9orms are also available on the >ssociationGs
-eb page at 888#cualum#orgEa8ards
"'omas Iefferson 0:ard
3his University a8ard is given to persons 8ho advance the ideals of 3homas JeffersonC
8hich include?
broad interests in literatureC arts and sciencesC and public affairsH
a strong concern for the advancement of higher educationH
a deeply seated sense of individual civic responsibilityH and
a profound commitment to the 8elfare and rights of the individual#
=ominees should be members of the teaching facultyC student bodyC or staff Aclassified or
professional e:emptB 8hose achievements reflect superior performance in their normal
8or. or scholarship and notable participation in humanitarian activities# 3he a8ard is one
of the UniversityTs highest honors and includes an engraved plaKue and a cash
honorarium for each recipient# -inners are invited to a $residential ceremonial banKuetC
and the campus of the a8ard 8inner provides additional recognition at commencement#
3he nomination deadline occurs early in the spring semester# 3he nomination pac.et is
limited to ! pages and must include a current resume and at least three supporting
letters# More complete information on deadlines and the nomination process may be
obtained from the 3homas Jefferson >8ards CommitteeC D8ire (,C University of
ColoradoC Colorado 1pringsC C; 0!6((#
Universit- of (olorado Staff (ouncil Service E8cellence 0:ard
3his is an annual a8ard for one classified or professional e:empt staff at the University#
3he a8ard is given to one Kualified individual per campus and to one person from
University system administration and includes a pri<e of R"C!!!# 3he purpose of this
a8ard is to recogni<e individuals 8ho have provided outstanding volunteer service to
their campus# Contacts include? CU/Boulder 1taff CouncilC (!(#*6#,*'(H and 1ystem
1taff Council#
Women W'o Make a *ifference
3his annual a8ard is sponsored by the -omenGs Resource Center and is designed to
recogni<e the staffC students and faculty 8omen at CU/Boulder 8ho have made a
difference in the lives of others# Contact? -omenGs Resource CenterC at (!(#*6#,'"(#
>dditional information is available at?
http?EE888#colorado#eduE-omensResourceCenterEinde:#html
("
University of Colorado Boulder Guide to Motivating Employees
;ther a8ards may e:ist at departmentalC schoolEcollege or division level for 8hich you may 8ant
to nominate employees#
(