Grateful 7 speech thanking everyone that has helped.pdf
The Carrot Principle
1. The Carrot Principle
How the Best Managers use Recognition to Engage
Their People, Retain Talent, and Accelerate
Performance. Principle
Sylvia Huang
2011/08/16
5. Part I The Accelerator
Seed Plant Nurture Weed
Goal Setting Communication Trust Accountability
Recognition (the accelerator)
The Carrot Principle
6. Part II Carrot Culture
Altruists and Expectors
Engaged and Satisfied?!
7. Part II Carrot Culture
DHL Recognition Program
•Objective: leadership team of DHL’s Arizona-based IT group
•Reason: increase employee retention and engagement
•Specialty: DHL’s leadership not only provided training for their
IT managers on recognition concepts, but also trained every
employee. Every person was given a copy of a Carrot
recognition book and trained on recognition basics, then
tasked with acknowledging great behavior related to their goals
8. Part II Carrot Culture
KPMG Encore Award
• The company's Encore program is a mechanism for
managers and partners to provide "on-the-spot" recognition
for KPMG employees. The awards range from simple notes
of thanks and desk trophies to gift cards and prizes in
$500, $250 and $100 increments. The program initially
started on a local level, but eventually was rolled out
nationally.
• During the firm's fiscal year 2005, KPMG employees
received about 35,000 Encore Awards, with around $8.5
million distributed to employees -- more than double the
numbers of the previous fiscal year.
9. Part II Carrot Culture
The Building Blocks of a Carrot Culture
I C I C
situation
Frequent
Action
Specific Impact
Link
Timely
14. Part III Managing By Carrots
The Carrot Calculator
Day –to Day
(Thank you Level)
• $0;$100 to $200
Above- and Beyond Awards
(Bronze, Silver, and Gold Levels)
• $250 to $500 annually
Event Recognition • $100 annually
Service Awards
(Celebration events)
• $200 annually
15. Why Don’t we Recognize?
I ‘m afraid of jealousy if Don’t stop praising and
I recognize. rewarding, or they will stop
doing what it is you value..
If I recognize too much,
it will lose meaning. Public recognition only
raises the bar for everyone.
Employee already gets
too much recognition. Recognize never loses
meaning, and it’s best when
it’s fresh.
I don‘t know how
much of my budget to In most of the company, 2%
allocate to recognize. of payroll, or about $1000
per employee per year.
16. Part III Managing By Carrots
Recognition Ideas!
Surprise your people by taking them to a blockbuster film matinee on the opening
day. Choose a flick that won’t offend anyone, and ,if possible, double the impact by
choosing a movie that shows a team working together to achieve a difficult goal.
The next time you are talking one of your people, ask” If you had a day off to spend
as you wanted, what would you do?”Seeing an employee as a person outside the
office is the first step toward choosing an appropriate form of recognition.
When ever you praise an employee, put your notes in the employee’s file to review
again during the next performance appraisal.
17. Recognition Effectiveness Model
Basic Four Recognition Accelerator Business Results
“Recognizing What matters Most”
Manager
Goal Setting Alignment- does it reinforce Relevance
•Desired Culture Employee
Communication •Company Values
Engagement
•Business Objectives
Trust “Recognizing People the Right Way” Business Results
Impact- is it •Retention
Accountability •Inclusive •Productivity
•Meaningful •Customer
•Performance-Based Satisfaction
•Profitability
Measure Assess Design Train Execute
18. Recognition Training Program
Get Aligned
Set the Rules
Determine the Budget
Find the Awards
Create the Moment
Administration Plan
Communication Plan
Program Evaluation
21. DHL
Vision
“Customers trust DHL as the preferred global express and logistics partner, leading
the industry in terms of quality, profitability and market share.”
Mission
DHL enhances the business of our customers by offering highest quality express
and logistics solutions based on strong local expertise combined with the most
extensive global network presence.
• DHL attracts, develops and retains exceptional people by creating a truly global
working environment and placing value on our multi-cultural heritage.
• DHL delivers above-average returns by providing superior quality and solutions at
all levels of the business processes.
• DHL is a responsible corporate citizen in all countries in which we operate, taking
into account the social and environmental needs of our employees, local
communities and the public.
22. DHL
Value
To deliver excellent quality
To make our customers successful
To foster openness
To act according to clear priorities
To act in an entrepreneurial way
To act with integrity internally and externally
To accept social responsibilities
23. KPMG
Value
We lead by example
We work together
We respect the individual
We seek the facts and provide insight
We are open and honest in our communication
We are committed to our communities
Above all, we act with integrity
