Rewarding one employee kills motivation of 10 others who expected. My book on amazon kindle./paper edition tells alls please download now and read/review- You don't need 100 mediocre ideas but need only 10 with stunning effect tips for designing effective employee recognition plans, employee motivation, employee engagement, are given here free from out of 40 years of designing rewards with stunning results Employee Behaviour gets repeated if there is positive reinforcement. Rewards are the best reinforcers hence very powerful to engage employees these ideas are based on actual schemes implemented with stunning results of 85% engagement. 65% increase in motivation and productivity 45% increase in retention shows how to link Maslow, Herzberg, theories of motivation to actual implementation engaged employees are more productive than satisfied employees. Rewards build emotional connection, positive strokes, encouraging employees If you liked it share with others and say so here

1. SETTING UP
COMPELLING
REWARDS
RECOGNITION
PROGRAMS
D R . S A R M A

2. WHAT IS COVERED
Why do this?
The Goal
Strategy
Method
The rewards plans
Budget
What is the gain
D R . S A R M A 2

3. Any action called recognition should
keep in mind
That there is power in
Acknowledgement
Appreciation touches powerfully the
emotions if done sincerely
What recognition can do?

4. 1. Sincere- spoken and body language while
rewarding must reflect authenticity
2. Fair and Consistent- not tool for favor
3. Timely- instant execution
4. Frequent- as often and not once in blue
moon or when you like to do
5. Flexible- not too many conditions/rules
6. Appropriate- relevant to the driver
7. Specific --one goal per reward not too
many things to even qualify
Seven critical success factors:

5. 1. Reinforces desired behaviors,
practices, principles, and values.
2. Gives the ability to show
appreciation
3. Builds self-esteem.
4. Promotes trust and respect.
5. Facilitates and encourages
change.
6. Drives improvement.
7. Creates positive work
environment .
8. Improves the quality of work
life.
Benefits of installing effective recognition:

6. 9. Motivates individuals and teams
to do their best.
10. Enhances loyalty.
11. Creates a brand
12. Addresses the basic human
need to feel appreciated.
13. Reflects commitment to each
other.
14. Inspires accomplishment and
achievement.
15. Empowers individuals and teams
17. Drives out fear.
18. Improves the bottom line.
Benefits of effective recognition

7. D R . S A R M A 7
Reviewing 128 studies on the effects of rewards Deci
et al. (1999, p. 658)concluded that:
“tangible rewards tend to have a substantially
negative effect on intrinsic motivation (…) Even
when tangible rewards are offered as indicators
of good performance, they typically decrease
intrinsic motivation for interesting activities.”
Rewards have even been found to make people less
creative and worse at problem solving
Word of caution

8. THE SOCIAL PSYCHOLOGY BEHIND REWARDS
Like it or not, we're wired to bond, and
most of us experience the workplace
first as a social setting. This is what
makes recognition so powerful:
celebrating stories about
accomplishments with co-workers and
managers makes people feel more
appreciated.
D R . S A R M A 8

9. THE CATEGORIES-
PSYCHOLOGY BEHIND REWARD
The Collector: It's human nature to gather
things and status. Plaques with years
of service appeal to the desire for
status. Other types of incentive
programs tap into this drive as well,
motivating people through their desire
to acquire more possessions.
The Killer: People are biologically
motivated to defend what is theirs. The
winner of last year's "Top in Sales" title
isn't going to let it go without a fight.
Seed 1 player never easily let goes;
And employees engaged by strong
recognition programs will work hard to
protect their company against
competitive threats.
D R . S A R M A 9

10. TYPICAL MANAGEMENT
DILEMMA-CASH OR NON CASH?
Researchers have
shown it's physically
more likely for the brain
to access a real image
from the right brain.
Symbolism is more long
lasting in mind
D R . S A R M A 10

11. CASH INCENTIVES:
are abstract numbers, not a clear
image, so they're stored in the left,
logical side of the brain and accessed
less frequently and in less detail.
D R . S A R M A 11

12. BEST STRATEGY-
GO LONG/SPREAD WIDE
TO SEND A STRONG SIGNAL
The longer the duration, the greater is the
chance that employees get our message and
make positive behavioral change
Cover as many as we can-to create engagement
D R . S A R M A 12

13. PEER RECOGNITION
This type creates "culture of
peer recognition"
not the boss but people who are
hierarchally equal give each other
praise or rewards for good
work
D R . S A R M A 13

14. Employees get handed rewards
instantly by immediate supervisor ,
"on the spot" when direct reports
strong performance.
Empowers immediate supervisor
Ensures promptness/timeliness
D R . S A R M A 14

15. WHAT THE LEADERS DO
Hewlett-Packard Idea Generation
The Golden Banana Award is one of
Hewlett-Packard's most
prestigious honors for inventive
employees. It began when a
company engineer burst into his
manager's office with the answer
to a problem they'd been
struggling with for weeks. The
manager searched his office for a
way to mark this
accomplishment, but all he came
up with was a leftover banana
from lunch. Still, he handed over
the banana and said "Well done!
Congratulations!"
D R . S A R M A 15

16. AT&T EMPLOYEE RECOGNITION
At AT&T Universal Card Services in Jacksonville,
Florida, paper is the key element for World of
Thanks, one of their most popular programs.
The program helps create a culture of
recognition and higher performance in a simple
way: anyone in the company can write a
message of thanks to someone else and send
it. To make it official, employees use a sheet
from a globe-shaped pad of colored paper. In
four years, employees at AT&T have written
more than 130,000 thank you notes.
D R . S A R M A 16

17. WALT DISNEY WORLD EMPLOYEE RECOGNITION
There are 180 different employee recognition
programs at Walt Disney World in Orlando,
Florida. One of the most coveted is the
Spirit of Fred Award. It's named for Fred,
who advanced from an hourly to salary
position by exemplifying the values
necessary for success at Disney: friendly,
resourceful, enthusiastic and dependable.
Fred makes each award (a certificate
mounted on a plaque) as well as The
Lifetime Fred Award, a bronze statuette of
Mickey Mouse given to multiple recipients
of the Spirit of Fred Award.
D R . S A R M A

18. PRODUCERS ASSISTANCE SAFETY PROGRAM
Producers Assistance Corporation provides contract personnel to the
oil and gas industry, an area where employee safety is critical. To
refresh their safety program, they chose reloadable gift cards as an
incentive. Here's how it works: when an employee takes an action, like
attending a safety meeting, points are loaded onto their card. The lure
of point collecting (and spending) has focused employees back on
doing the right thing? to be safe. After a 6-month trial, participation had
more than doubled and there was a significant decline in the incident
rate.
D R . S A R M A 18

19. PHARMACEUTICAL MERGER REWARD PROGRAM
During the merger of two pharmaceutical giants, a task force was
charged with making the transition a smooth one.
Members worked nonstop over six months, planning how to blend
operations of the two companies. The team was rewarded for its
sacrifices with gift cards that were, literally, the gift of time.
The personalized cards were hand-delivered with a letter from the
project leader, and gave recipients their choice of services:
housecleaning, lawn care, carpet cleaning, pest control, and more.
D R . S A R M A 19

20. CASE EXAMPLE
D R . S A R M A 20
150 different rewards for 200 employees
To cater to Individual/Team and corporate Goals
Quarterly/Half yearly/Annual
Small cash/large cash-50$ to 10000$
10000$ for trip any where in the world- 10 days
paid off
Outcome-engagement ratio went up to 85% from
63%

21. 1- SPOT AWARDS:
· Managers will be empowered to give on-the-spot recognition to employees who
go above and beyond their job duties in serving a customer, assisting a colleague or
creating a solution to an existing challenge. Examples may include staying late to get
a proposal out the door, nailing a sales presentation or receiving an appreciation
email from a customer.
· ·
D R . S A R M A 21

22. 2- SEMI-ANNUAL INNOVATION AWARDS:
Two awards for employees who exhibit extraordinary skill and initiative in solving
a challenging technical issue for a customer or developing new IP for
Bodhtree.
D R . S A R M A 22

23. 3-SEMI-ANNUAL IMPACT AWARDS:
Two awards provided to employees who create positive, lasting
change in the company. These awards can go to employees in
any role in the company, whether technical, operational, sales
or marketing. Their exceptional performance, creative ideas
and positive influence have made an impact within Bodhtree
that will be felt for months if not years into the future.
·
D R . S A R M A 23

24. 4-BRIGHT FUTURE AWARD -
One award to an employee in any role who demonstrates uncommon leadership
potential through their interactions with clients/prospects, relationships with
employees, exemplary work ethic and ability to apply fresh approaches to
solve existing challenges. The award will include a stipend for formal training
in management, business or technology.
·
D R . S A R M A 24

25. 5- SEQUOIA AWARD:
Named for the world’s tallest redwood trees, native to the coasts of California,
the Sequoia award is an annual award given to one employee who truly
stands out as a leader, whatever their role or position in the company. They
display individual initiative, passion, courage, integrity and hard work in
advancing the mission and values of Bodhtree. This person is a team player
who inspires those around them break out of comfort zones and reach their
potential.
D R . S A R M A 25

26. SUMMARY
What is expected
1- think of most suitable candidate
2- develop a story to speak about the accomplishment
3-use the nomination form
4- submit it to HR in time
5-Hr will send the reward certificate and amount directly or through payroll
6-inform the employee/praise publically
D R . S A R M A 26