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This article 3rd of the 7-part series provides the first 2 fundamental principles that all recognition programs should be addressed. This article provides some general and specific examples of co-small silk to help understand and fully appreciate the fundamentals.
GOOD PRACTICE IN RECOGNITION SYSTEMS
According to the International Survey Research (ISR), international studies of employee attitudes reveal that "recognition for good performance is the third priority for workers, after" be treated with fairness and respect "and" job security.
While 70% of employees in recognition rate as "very important", only 37% are satisfied recognition they receive.
In a recent U.S. national survey, conducted by Robert Half International, Praise limited and recognition "was ranked as the main reason why employees leave their jobs today – ahead of" indemnity for the poor "," limited power "and" personality conflicts ".
Praise: Custom, Royal, appropriate, immediate concrete, specific
Here, in the first 2 of many fundamental principles that should be considered, reviewed and approved before construction its recognition program.
1. To be more effective recognition program must be implemented a program planned activities with clear objectives.
Organizational goals for the recognition that:
 • Strengthen forms of organization works together as one business unit and regional companies (if you're a large organization)
 • To promote its core values of businesses and
 • be linked to the mission statement of the organization, strategic direction, business plans and management system performance.
2. Clearly identify what needs to be done and comment:
Before an organization designed recognition programs, first, decide what you are willing to recognize. This is not an easy step and it may require a large amount of communication between the department of a large company. It should be noted:
What are the results (end) the staff required to produce, and what types of behavior (means) that show? How can you get results is as important as what is done.
Designing effective programs requires a clear understanding of the organization – its culture, its corporate governance, strategic direction and business operations – and the work that understanding.
Some generic examples to consider:
If a strategic goal is to change the culture of a culture of entitlement to a performance culture while the program should pay a premium organizations pay for performance, and a recognition program to highlight the achievements and not the amount of effort.
In addition, it should be noted that one of the strengths is the recognition that not only increases the production (which is the subject of loyalty programs) – May also cause long-term changes in employee reward programs and can not do that.
It is very important to maintain this distinction between reward and recognition, and understand that the "results" to be recognized must include staff or results process and not simply the production achieved.
Specific examples of a cooperative of small silk:
In the silk small cooperatives that are used as a particular example paying standard rates of payment of fair wages. In addition, it is both a premium money (reward-based) program based on the amount of high quality silk, manufactured and sold each month, plus a recognition program. In his recognition program each month, the weavers to determine who was most helpful in the team and they are the guests of honor at dinner Monthly.
In addition, each weaver has his photo and a brief biography accompanies each order of equipment that have created and delivered to customers worldwide. The interesting thing is the value that their recognition software weavers significantly higher than the monetary rewards program!
Team Recognition
If senior management attaches importance to real equipment and will encourage them, we must develop programs of specific interest to recognize and reward team accomplishments and behavior. Team Award May involve the recognition of their customer service, or impact the productivity of the equipment or the benefit of your organization.
If a supervisor is expected to teamwork, the organization must have in place programs that recognize the competence of the team and achievements. However, if the results depend only on the independent actions, the organization should focus on programs recognizing the Individual Performance
If senior management expects employees to continually develop their skills and knowledge, systems must be designed to reward and recognition to encourage and support these achievements when they occur.
Companies aptitude to use and based on the recognition and reward for different purposes: to broaden the skills of workers, increase flexibility employees, and promote lifelong learning. However, every society develops different ways these programs to better adapt their distinct culture.
NOTE: Part 4 of this series is the 3 most fundamental principles of a program of World Class Recognition
You are cordially invited to visit our website for our complete report on this important of employee recognition at http://www.thaisilkmagic.com/worldclassrecognitionprogram.php.
Thai Silk Magic apart from fabulous Thai silks also provides a wide range of articles and reports that we are very pleased to provide to our customers and readers at http://www.thaisilkmagic.com.
