Document Profile

Title:				Guide V: Recognition*

Series:				Quality Services
				
Author/Information:		Innovative and Quality Services Group
				Financial and Information Management Branch
				Treasury Board Secretariat
				Telephone: (613) 952-8781

Last Revision:			Original publication - October 1995

For Print Copy:			Treasury Board Distribution Centre
				Telephone: (613) 995-2855
				Facsimile:  (613) 996-0518
				Catalogue No: BT22-42/5-1995
				ISBN:  0-662-62054-2				
				Cost: No cost

For information on other electronic versions, please contact:
				
				Electronic Dissemination Unit
				Planning and Communications Directorate
				Treasury Board of Canada Secretariat
				Telephone:  (613) 957-2421
				Fax:  (613) 952-9998

Alternative Formats:		This publication is available in alternative formats.

* This document is protected by Crown copyright.  Permission is granted to copy and distribute it freely within the Canadian federal government and other levels of government in Canada.

* * * * *

DEFINITION
Recognition
Recognition means honouring, encouraging and supporting individuals and teams who contribute, through their behaviour and their actions, to the success of the organization. Recognition involves:
	openly giving praise;
	granting monetary and non-monetary awards; and
	celebrating and communicating successes.
Recognition includes informal, free and low-cost activities as well as formal programs and ceremonies.
Recognition is an essential element of a quality services initiative.  It stimulates the cultural changes necessary to the success of an initiative.  Recognition helps improve client satisfaction and the quality of services provided to Canadians by:
	enlisting the participation of all employees in organizational improvement;
	encouraging and supporting quality service role models and champions;
	giving all levels of management a way to “walk the quality service talk”;
	encouraging the sharing of best practices; and
	creating a sense of being a valued member of a successful, goal-oriented team.
Rewards
Rewards are linked to recognition, but they may involve compensation issues that affect collective bargaining agreements.  For example, rewards may be:
	based on pre-established performance objectives that are tied to quality service goals;
	awarded as sums of money granted to employees over and above their base salary and benefits.
Examining reward options for Public Service employees exceeds the mandate of the working group that developed this paper.  However, this issue is of interest to many departments and agencies, and should be explored in an appropriate forum.
GOALS
Recognition is most effective as an organizational development tool when it is implemented as a planned program of activities with defined goals.
Organizational goals for recognition should:
	reinforce the ways the organization works together;
	promote key corporate values; and
	be linked to the organization's mission statement, to its organizational improvement plans and to its business plans.
Work units within the organization should develop goals to suit their own needs and challenges.
SUCCESS FACTORS
Many elements, listed below, contribute to the success of a recognition program.  
Program principles
Recognition should be given frequently and on a timely basis
It has been shown that people have an inherent need to be recognized and that recognition is a stronger motivator than money.  Employees who are recognized for their contributions will be even more committed to helping the organization meet its goals. Recognition shows them that their individual and collective contributions make a difference and are valued.  Praise is a very effective and inexpensive management tool, and should be used extensively.
Recognition is most effective when it is given as soon after the noteworthy accomplishment as possible.  Late recognition is frequently interpreted as a sign that the organization does not value the contribution, and by extension the employee(s), enough to offer a timely thank you.
Recognition should not be reserved solely for exceptional achievements
It is often said that what is recognized in an organization is repeated later.  Granting recognition solely for the attainment of exceptional results limits the value that recognition can have in an organization.  Outstanding results are the work of skilled people who, over time, have learned how to succeed in smaller, less visible initiatives.  Recognition will facilitate this learning curve if it is given to people whose efforts and behaviours are ones that the organization realizes are valuable.  Employees should be recognized for their efforts and behaviours, as well as for the results of their work.  In addition to formal celebrations of exceptional achievements, organizations should develop and promote informal activities, including non-monetary awards, that can be used to reinforce behaviours and celebrate small wins.
All employees should be eligible for recognition
Too often, significant populations within the organization are excluded from receiving recognition and awards.  Managers, senior staff and policy officers are frequently excluded, and even the eligibility of employees can be significantly restricted.  Many organizations still believe that employees should not be recognized for doing anything remotely related to their day‑to‑day duties, no matter how these duties may be changing, or how challenging the Public Service work environment may be.
All levels of employees are critical to the success of an organization, particularly in the current environment of change.  Making everyone eligible for recognition, and granting it to everyone, allows an organization to motivate, support and encourage everyone.  This is how winning teams are made.
Recognition should be granted to individuals as well as teams, for accomplishments on and off the job
Individuals and teams are important to an organization.  Some achievements will always be the work of an individual and others the work of teams.  The contributions of both should be recognized, although if the growth of teamwork is important to an organization, team awards may be more actively promoted.
Employees’ accomplishments off the job also benefit an organization.  Increasing one’s level of education or participating in community affairs enhances the organization and its ties to the community in which it is located.  Achievements off the job should also be eligible for recognition.
Recognition should be meaningful and sincere
Recipients' preferences should be considered when selecting awards and organizing award ceremonies.  Presenters should make every effort to personalize award presentations.  What the presenter says is often more meaningful than the award given.  If the presenter cannot clearly explain the recipient's achievement, why it merits recognition and how it relates to the organization's vision, then the act of granting an award loses most of its meaning.
Recognition should be granted publicly
For recognition programs to have impact and value, and to ensure equity and transparency, the granting of awards should be well publicized and, to the greatest extent possible, involve public events.  Honouring champions and celebrating successes builds morale and dedication.  It also creates occasions for organizations to demonstrate that employees truly are their greatest resource.
The value of recognition diminishes if non-performance issues are not addressed
Through its recognition program, an organization demonstrates its commitment to measuring employee performance and encouraging productive employees.  Therefore, the organization must also address the issue of non-performance or face a certain level of employee cynicism.
Recognition is not a substitute for a performance appraisal
Granting recognition is one method of providing feedback on an employee's performance. But recognition is usually given in relation to one act or effort.  Even if this act is significant, it does not comprise the totality of the employee's duties or the totality of the performance standards against which the employee is measured.  Only a performance appraisal can provide a complete evaluation of an employee's skills, abilities and achievements.
Program design
Mobilize commitment and support from all members of an organization
Ask employees and managers what they want to recognize and how they want to give recognition.  The goal of the consultation is not to obtain complete agreement and support.  Obtain consensus on what needs to happen, and make it happen.  The non-believers will fall in line or agree to disagree over time.
Ensure managerial and employee ownership and accountability
Design recognition programs that are visible, funded, transparent and sustainable. Balance the interests of all stakeholders — clients, employees, managers and the organization itself.  Minimize the administrative and financial procedures required.  Train employees and managers to use the new recognition program.
Involve all management levels in recognition programs.  Create activities and programs that even front-line supervisors can use.  Create awards that managers can receive. Celebrate managers who receive client testimonials or letters of appreciation.  Emphasize the importance of recognition by asking managers to report on recognition activities during management meetings.  Recognize managers who support recognition activities.
Involve employees in recognition.  Include them in activities to set award criteria. Create activities and awards in which employees can nominate and select recipients, by themselves or with colleagues and managers.  Ask employees who win awards to help select other award winners.  Invite employees who have been recognized frequently to manage the office recognition program.
Create a role for clients, partners and stakeholders in the award program.  Invite them to participate in the award nomination and selection processes.
Program content
Include a mix of recognition activities and award programs that target different goals
Recognition programs should include spontaneous, informal and formal awards, so that the appropriate recognition may be given in a timely manner.
Spontaneous awards generally involve giving pats on the back for simple demonstrations of a key corporate value, such as teamwork or client service.  Managers may write words of praise on customized notepaper, or give employees inexpensive non-monetary awards, such as pins, mugs and pens on which corporate logos have been engraved.
Informal awards are given for more significant contributions which required more effort over a longer period of time.  Once again, organizations may choose to grant letters of congratulation, or non-monetary awards whose value may range from token (under $25) to moderate (under $200).  Informal awards are generally granted in team settings, where speeches are given and refreshments are provided.
Formal awards involve significant achievements.  The nomination and selection processes are rigorous.  Award presentations are ceremonious occasions attended by important members of the organization, and even the recipient’s family members.  Awards have great symbolic value and are presented with much pomp and circumstance.  They may have a non-monetary or monetary component.
Promote partnerships by recognizing the contributions of clients and stakeholders to the achievement of organizational goals
There is no reason why stakeholders and clients cannot receive recognition.  Organizations can send letters of appreciation to clients and stakeholders who have made noteworthy contributions to their work.  They can include clients and stakeholders in team awards and celebrations.  They can create “best client” awards, or they can invite privileged clients to the annual, formal award ceremony.
Develop a variety of means to communicate the achievements of award recipients
Just as there should be a range of recognition activities in an organization, so should there be a range of ways to communicate these successes.  The means chosen should reflect the importance of the achievement.  For example, organizations can publish employee photos in newsletters, hang photos in hallways or public service areas, or send electronic messages throughout the organization.
PERFORMANCE INDICATORS
A variety of stakeholders within the organization will need to know if the recognition programs are working.  The challenge is to find measurement processes that provide the necessary information, but do not burden the organization.  Senior managers will want to know if the recognition activities are being used effectively and if they are achieving the intended results.  Employees are also interested in this information.  They generally want to know if the organization is fulfilling its promises and how their office activity compares to that of other offices in their region and across the country.  The chief financial officer will want to know if the programs are cost effective, and whether they should be continued.  Middle managers will want some criteria against which they can judge their performance on an ongoing basis.
In addition, it is essential that the organization asks its employees regularly whether the program is meeting their needs.  The results should be published and the necessary modifications made.
DEPARTMENTAL ILLUSTRATIONS AND RESOURCES
Many departments and agencies have experience in implementing recognition programs and activities.  As indicated in the following examples.  
Natural Resources Canada (NR Can)
CANMET is an organization within the Minerals and Metals Sector of NRCan. It conducts research and development in mineral and energy technology for the benefit of Canadian industry.  CANMET embarked on a total quality management program almost five years ago and was recognized by the Ottawa Valley Quality Council in 1994 for its progress toward total quality.
CANMET created the Business Development Awards in 1990 to stimulate and recognize successful business development.  Criteria for nomination include business development performance, cost recovery, joint research, cost-shared or task-shared projects, technology transfer, and social, environmental or economic benefits to Canada.  For example, an employee was recognized for setting up the Steel Technology Program, which resulted in cost-recovery revenues of approximately $1 million for CANMET over the past four years.  The program is expected to generate sales of $15 million for Canadian small and medium-sized enterprises and to open the doors to business overseas.
Nominations for the Business Development Awards are submitted in February of each year.  Three to four awards of $2,000 each, along with a certificate signed by the Minister of Natural Resources, are presented to recipients at the annual dinner of the Minister's National Advisory Council to CANMET, a committee of CEO-level executives from Canadian industry, academia and provincial governments.
The CANMET/CIM Technology Transfer Award is a joint initiative between NRCan and the Canadian Institute of Mining and Metallurgy (CIM).  This award recognizes people from industry who have successfully transferred technology in the minerals, metals and fossil fuels industries.  The award consists of a trophy, a certificate and a cheque for $1,000.  Recipients are recognized at the CIM annual general meeting.
The CANMET Team Award was put in place in 1993 to recognize and appreciate teamwork and to add value to the total quality management movement in the organization.  For example, a team of 10 employees and managers was recognized for initiating a new program on aquatic effects monitoring technologies.  The program included stakeholders from industry and the federal and provincial governments, and resulted in the lab's largest cost-recovery contract.  The award program was created after extensive consultation within the organization.  It is a cost-effective and timely way to recognize teams without creating an administrative burden.  Nominations can be submitted by anyone throughout the year. Recipients may choose, as their award, a team lunch or one of four promotional items. The value of any of these awards is about $30.  Each recipient also receives a framed certificate.
The Canada Centre for Geomatics in the Earth Sciences Sector of NRCan has developed an Award of Excellence, which recognizes service excellence within the contracting community with which it does business.  Contractors are judged on the overall quality of the service given, on the quality of the final product and on the quality of the interpersonal relationships maintained with Centre personnel during the contract.  The award is presented at the contractor's work site and is publicized in the media.
Fisheries and Oceans
Employees participating in the Awards and Honours Program throughout the Canadian Coast Guard (CCG) will have access to the newly developed Windows software to help them administer the delegated awards program.  Just one of many electronic tools available, the transaction-based software has the usual record-keeping capabilities but with one important distinction.  It will also house multimedia files such as pictures, audio and even short video clips.  When these records are replicated to the national database, the Head of Awards in Ottawa will be able to pull them into the national Coast Guard Information System (CGIS).  CCG employees around the country will be able to read about and view the most recent award presentations. Publicity has never been so easy nor so timely.
The CCG Awards and Honours Program has also developed a performance data model that allows managers to monitor awards performance electronically, in real time.  They can use the Windows software to view statistics on performance by organizational or functional group, by time, by award and by employee profile (e.g., age, gender, equity membership).  Such easy monitoring will help managers keep abreast of their performance against accountability commitments to national goals, such as the promotion of a caring and challenging organization.
Lastly, the Awards and Honours Program is automating access to an impressive casebook of CCG awards.  This national library will allow users to search for and retrieve details of all approved and rejected suggestions, merit awards and Commissioner commendations. This will ensure national protection of rejected suggestions; avoid duplicate payment for the same idea; and ensure a national consistency in recognizing various levels of achievement.  Users will be able to also retrieve full-text versions of all pertinent awards policies and procedural instruments, as well as a number of electronic forms that they can complete and transmit across the CCG’s Wide Area Network.
Revenue Canada
In 1991, the Taxation component of Revenue Canada launched Innovation and Excellence (I&E), a recognition and award program developed because the department wanted "to actively seek out and take advantage of new opportunities to improve organizational efficiency, employee satisfaction and service to its internal and external clients."
I&E is composed of three complementary award programs.  The goal of the Suggestion Award Program is to encourage employees to make changes to operational practices and procedures.  Awards are monetary, and the maximum award possible is $15,000.  In 1993-94, the department saved more than $2 million by implementing the 3,500 suggestions submitted to the program.
The goal of the Special Award Program is to recognize employees whose efforts on and off the job are meritorious.  This award promotes and reinforces key organizational values, such as teamwork, client service and continuing education.  Awards are non-monetary and the maximum value possible is $200.  Local offices are encouraged to customize this program, even to rename it:  to suit their organizational needs. RAVE — Recognizing and Valuing Employees — is one example of the innovative names given to this program.  In 1994-95, more than 2,500 employees received special awards.
The goal of the Minister's Award Program, the department's most prestigious honour, is to recognize outstanding suggestions or contributions to the department and its clients. The awards may be either monetary or non-monetary, and the maximum award possible is $10,000.  In 1994-95, 112 employees received an award under this program.
I&E is a decentralized program.  Local tax services offices manage their own program, receiving functional guidance as required from a three-person headquarters team.  A national budget pays for all suggestion and Minister's awards.  Local offices pay for special awards.
In 1995, Revenue Canada conducted a formal evaluation of all recognition programs available to employees in the Taxation, Customs and Excise components of the department.  The purpose of the evaluation was to assess the current programs and to provide recommendations for a new, consolidated departmental recognition program.  This program will be launched in 1995-96.

FAX-BACK USER SURVEY
QUALITY SERVICES GUIDES

We would appreciate your input in updating the Quality Services guides.  Please fax your comments to:
Quality Services Guides
Innovative and Quality Services
Treasury Board Secretariat
(613) 954-9094

NAME OF GUIDE USED:

1)	HOW DID YOU USE THE GUIDE?

2)	WHAT IMPROVEMENTS WOULD YOU MAKE?

3)	WOULD YOU BE WILLING TO SHARE SOME OF YOUR EXPERIENCES IN THIS AREA?  (For example, do you have practical examples you would like to see published in the next edition of the guide?)

4)	DO YOU HAVE ANY SUGGESTIONS FOR ADDITIONAL GUIDES?

Name of department or organization:
Name of your directorate or branch:
Your name, your telephone number and fax number: