Professional Documents
Culture Documents
2
the Share the Sun sunflower.
1
Office and a group outing.
The zine (pictured below), designed by our Graphic Designer, will highlight small wins
company-wide and spotlight employees individual successes. It will be printed and laid around all
departments as easy reading that also serves as a source of pride for Renewergy employees.
5 Research &
Rationale
Implementing The P.A.T. Program will go beyond just recognizing our employees for what
they do; the program will boost their morale, dedication, and productivity. Research has shown
that rewards and recognition programs have a profound positive impact on individual employees
as well as whole businesses:
With the low implementation cost of the program, we know that P.A.T. will have a profound
positive impact on Renewergy as an organization.
When looking at formulating a rewards and recognition program, its important to first
understand the difference between rewards and recognition, and how the two terms work
together. As defined by Meredith Meja (2015), recognition is a discretionary act - employee
A sees employee B doing something great and decides to recognize her, where as rewards
are items, gift cards, cash, or perks such as time off or discounts earned through receiving
recognition. Our goal in designing The P.A.T. Program is to combine both tangible rewards and
intangible recognition. The P.A.T. Program involves installing a Win Wall in every department,
where employees have a chance to display the great work their coworkers are achieving. Our
Win Wall provides an instant recognition opportunity; as soon as an employee sees their
coworker accomplish a small win, the employee can write it up on the wall. The Win Wall also
helps build community as it allows the company to share successes.
This instant recognition also helps Renewergy address our millennial employees unique
needs. A majority of companies spend 87% of their recognition for tenure-based rewards,
however realizing that Renewergy has a large millennial base, we knew a different model would
be necessary in order to achieve the goals of our program (Bersin, 2012). Millennials ages 25-34
spend on average of three years at a single company, so giving five- and ten-year rewards means
that they often go unrecognized for their efforts (US Bureau of Labor Statistics, 2016). Keeping
this in mind, we have decided to space out recognition to include opportunities to get recognized
daily (Win Wall and Share the Sunshine), monthly (Super Office, Group Outing, and e-newsletter/
zine), and yearly (Office Bash with superlatives and video).
When deciding what kinds of rewards and recognition to offer, we felt it was important
to promote both individual and group recognition. In our research, we discovered that 70% of
employees feel that gamification rewards the wrong type of behavior, focusing on competition
rather than reflection (Globoforce, 2014). When only individual rewards are provided, employees
within a company are encouraged to fight over the rewards, creating a competitive mindset.
Teamwork is an essential part of Renewergy and we want our employees working together
to achieve great things, not trying to outdo one another. Therefore, to combat this idea of
gamification, each tier of The P.A.T. Program offers group rewards--the end of year Office Bash,
Group Outing, and the Win Wall elements.
Managers tend to think that money is the driving factor behind employee motivation.
However, we found in our research that there is not enough [money] spent on simple employee
recognition and support (Horton, 2011). In other words, companies should be spending money
on simple, tangible rewards for employees, as opposed to directly rewarding them with cash.
Big cash rewards sound nice in theory, but in reality they cost more and resonate less with
employees who receive them (Jakobson, 2012). When you give an employee a cash reward,
it often goes to their everyday expenses and they will not remember exactly what they did
with it. There is a missed opportunity for the company to form a deeper connection with their
employee (Ayub, 2015). If you offer an employee an experience-based reward, like skydiving or a
super office, they will always fondly remember the company for providing them with the memory
(Ayub, 2015). Millennials especially tend to feel more valued by non-cash rewards, which stood
out to us because a large portion of Renewergy employees fall into this category (Della Cava,
2015). Additionally, offering some sort of choice was a key component in designing a recognition
program. While there is a common culture within any company, it is made of complete individuals
who have a variety of wants and desires. Value is different for everyone, so it has become integral
to offer diverse, appealing ways to be recognized through The P.A.T. Program (Ayub, 2015).
Continuing with our rewards and recognition design, we found that employees form deeper
allegiances with coworkers than brands, and in turn recognition should not primarily originate
in upper-level management (Della Cava, 2015). As other organizations move away from tenure-
based rewards, they have begun focusing on recognition that has a direct impact on the business,
specifically superior performance, peer-to-peer and behavior-specific programs (WorldAtWork,
2013). Each of these were taken into consideration as we formulated The P.A.T. Program. The
most important aspect for us to include was peer-to-peer because management does not always
get to see the things their employees do on a regular basis and having employees recognize
their peers leads to better work relationships (Bersin, 2012). Almost every reward in The P.A.T.
Program is peer-based, from the superlatives at the end of year Office Bash to the Share the Sun
program.
We also found that public praise and thanks are often more meaningful than something
tangible, which is why we included various items within The P.A.T. Program that allow for just
this, i.e. the Win Wall (Yakowicz, 2015). Employees quality of work is increased by the presence
of green plants which is why we incorporated the passing of the sunflower in our recognition
program to improve productivity in the office through recognition and greenery (Nieuwenhuis,
2014). Storytelling is a powerful way to get any message across which is why we also offer
recognition in the form of our zine, highlighting different employees and telling their stories in a
fun and creative way (Bersin, 2012). These rewards are designed to recognize employees who
stand out and acknowledge qualitative achievements. They also work to show that rewards are
delivery based and encourage adaptation, collaboration, and innovation within the company
(Incentive Research Solutions, 2012). Lastly, tying recognition back to our own company values
and goals helps make the recognition more meaningful, and we will include those aspects in our
end of the year celebration and zine.
While our goal first and foremost in establishing a rewards and recognition program is
to show employees that Renewergy values their hard work, our research has revealed that
successfully making employees feel rewarded acts as positive reinforcement. This happens because
feeling appreciated produces oxytocin and people working under oxytocin perform better and
are more trustworthy at work (Krob, 2016). This feeling of gratitude also leads people to be less
resentful towards one another and grateful for each others accomplishments (Morin, 2014).
When people are recognized and shown gratitude for the work they do, they are more likely to
continue doing good work or be motivated to do even better due to the psychology of positive
reinforcement (Harrison, n.d.). Companies who have successfully implemented recognition
programs, similar to P.A.T., have seen increased levels of productivity and job satisfaction, lower
employee turnover, better safety records, better teamwork, and increased customer loyalty
and satisfaction (Whitney & Bombard, n.d.). These improvements directly correlate to the
implementation of a rewards and recognition program, showing that the program will add
significant value to the organization as a whole. Renewergy already has a very family-oriented
culture, so we believe The P.A.T. Program will be embraced by our employees.
We will send out a memo to department heads with all the perti-
nent information about the rewards and recognition plan, so
they are well informed. This meeting will be the beginning of Share
the Sun; the department head will be the first to select the
sunflower recipient.
7 Budget
8 Evaluation
In order to evaluate the impact of The P.A.T. Program, we will use a handful of methods. The first is pre- and post-
implementation surveys. The pre-implementation surveys will be rolled out a week before P.A.T.s launch and will
cover topics such as workplace satisfaction and fulfillment and workplace relationships. Six months after P.A.T.s
launch we will send out the post-implementation survey which follows up on the pre-implementation feedback
and asks P.A.T.-specific questions. Changes and updates to the program will be sent out in the e-newsletter.
Another method of evaluation we will be utilizing is measuring involvement, including the number of items written
on the Win Wall each week and number of opens for the monthly e-newsletter. We will track media mentions
and social media analytics for earned, owned, paid, and shared media surrounding The P.A.T. Program to evaluate
the spread and awareness of the program within Renewergy and beyond. Lastly, we will measure how The P.A.T.
Program impacts Renewergys bottom line by tracking employee retention rates and onboarding costs before and
after implementation. Given the research on how employee appreciation helps to boost productivity and retention,
as well as attract top talent, we anticipate a high return on investment for the P.A.T. Program.