Recognizing and Rewarding Employees
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Managing in today’s complex environment is difficult. The unspoken psychological contract that defines the nature of the relationship between employers and employees continues to evolve. Employees are becoming increasingly “free” to move about—within as well as between organizations. Traditional boundaries of structure, time, location, and authority are blurring. Organizations striving to compete in a global economy are downsizing, merging, transforming, and migrating to newer forms of existence. Managers and non-managers alike are being challenged to do more with less, think “out of the box,” and collaborate in new and innovative ways to achieve common objectives. The old traditions and systems are breaking down, and newer conventions are being tried to achieve breakthrough results.

In the midst of a new global wilderness are pioneers, common and uncommon travelers, managers, stewards, free agents, “virtual” workforces—all converging on some new promised land. If you plan to venture out and — better yet — survive, you’ll need to know how to prepare yourself, what essential tools to take, what travel techniques and strategies to apply, and — ultimately — what “customs,” “language,” and “currency” will enable you to be conversant with the many people of varied interests and abilities you’ll meet — and manage — along the way.

Recognizing and Rewarding Employees is a two-day program about a new frontier—the new workplace. It’s about the needs and interests of the new workforce — epitomized by the “free agent/employee” — and the tools of recognition and rewards.

You’ll learn about:

• The New Workplace - its “free agent/employees” — their values, interests, and goals
• Work — how to make it personally meaningful and more strategically aligned
• Motivation — its source and what drives it
• Collaboration — its importance, along with what promotes and hinders it
• Recognition — its many forms and its powerful and empowering energy
• Rewards — what’s hot, what’s not, and the difference between those that are intrinsic and extrinsic
• Stewardship — how it differs from leadership and why it is so important in the new workplace.

This is a training program about people at work—and, specifically, about recognition and rewards. It may surprise you. It may excite you. We hope it will inspire you. The insights we lend and the conclusions reached are intended to convey a message — namely, that travel into the new wilderness is not for the “casual” traveler or “half-a-measure” managers. Success will be predicated upon a deeper understanding and mastery of the subjects of motivation, recognition, and rewards.

Program Description

Unit One: Understanding the New Workforce
Moving at the Speed of Change
Doing More with Less
Free Agents
New Entrants into the Workforce
Combative Cultures
Teams and Teamwork
Globalization
Spans of Control
Connectivity and the Virtual Workforce
Search for Meaning

Unit Two: The Difference Between Bribes and Flattery, Recognition and Rewards
Punishing and Piquing
The Truth About Motivation
Evidence to the Contrary
Context, Content, and Caring
Putting the Accent on the Right Syl-lá-ble!
Rewarding as a Matter of Choice

Unit Three: The Human Nature of Work
Interpersonal Relations
Boundaries
Mutual Respect
Embracing Diversity
Leadership and Recognition
Control and Influence
Self-Esteem
Organizational Pride
Vision, Mission, Values, and Other Dreams
When Systems Support People

Unit Four: Leadership Is Its Own Reward
The Illusion of Power
Getting Priorities Straight
Leadership and Stewardship
Enlightened Interests
Unlocking Invention
The Efficacy of Principles
Leading by Example
Adding Value
Inspiring Excellence

Unit Five: Building a Culture for Desired Outcomes
Outcomes and Results
Collaboration
Job Design
Planning, Performing, and Measuring
Taking Time
Limits, Structure, and Other Symbols of Caring

Unit Six: Recognition as a "Whole Person" Experience
Honoring the Person Within Others
Rites of Recognition
Preparing for "Them"
Celebrating Life
The Whole Person
Empowerment
Choosing Collaboration
Discovery as a Continuous Journey

Unit Seven: The Many Forms of Recognition
Communication
Personal Development
Performance Feedback
Doing What's Natural
Enhancing Self-Worth
Increasing Competence
Informal Recognition
Formal Recognition
Celebrating Outcomes

Unit Eight: Understanding How Rewards Work
You Get What You Pay for-and Sometimes More
Pay for Performance
Understanding Wants and Needs
Rewarding for the Right Reasons
Why Rewards Fail
Making Rewards a Non-Issue
The Reward of "Choice"

Unit Nine: Intrinsic Rewards
Meaningful Work
Learning
Making History
Building Value
Personal Integrity
Organizational Pride

Unit Ten: Extrinsic Rewards
Base Pay and Total Reward Programs
Performance Management and Pay for Performance
Games, Prizes, and Other Forms of Reward
Growth and Advancement
Wealth Creation
Short-Term Programs
Longer-Term Programs
Risk Sharing and Reward Sharing
Alternative Pay Programs

Unit Eleven: The Reward of Self-Actualization
Personal Appreciation
Competition and Collaboration
Someone Else's Wants
Adding Value
In the Customers' Eyes
Becoming a Free Agent

Unit Twelve: Aligning Strategy and Rewards
Aligning Strategy, Structure, and Systems
Visions, Values, and Actions
Integrating "Doing," "Thinking," and "Feeling"
Build Responsibly: The Rewards Will Follow
Spend Time On What You Value-This Must Be Kansas

Allen Jones
640 Glen Iris Drive #301
Atlanta, GA 30308

404.881.6120
Email: ajones@mindspring.com