The Plunger

award had a humorous beginning. The award itself commemorates a special

act of courage by the store's supervisor who had to unstop a clogged toilet.

Because of

this person's "heroic" actions employees created the award for

any individual going over and beyond the call of duty to fix problems

affecting the work environment. No matter what type of program you have

or want, the design process is critical to its success.

Step 1: Focus

on the desired behavior needed or the goal of the program . Begin

with a clear, briefly stated objective. Identify what goal/objective needs

to be accomplished, for example: improved attendance, customer service,

longevity, reduced accidents, etc. The objectives must be specific, simple,

and obtainable.

Step 2: Select

an implementation team. Before advancing, select a group of employees

to obtain recommendations from the people who actually will be affected

It is important

to bring people in from all levels of the organization. Use an outside

expert, if necessary to facilitate the process. Insure the team helps

set the goals, performance factors, and are in a position to report any

obstacles toward implementation.

Step 3: Outline

a strategy. Build the foundation of the program carefully. Decide on the

methodology to be used. Decide the target audience, and focus on how the

program will impact on the target audience. Decide if management or will

the employees themselves manage the program.

Step 4: Decide

on the budget. Insure there are adequate resources available before starting

the program. Many simple reward and recognitions do not cost very much

and usually require a small investment of time. On the other hand, a bonus

program involving sales personnel may cost much more.

Step 5: Set

goals. Establish quantifiable and qualitative goals that can be measured.

Try to keep it simple as possible. The more complicated, the likely this

effort will fail. The goals need to be fair and reachable for the target

group.

Step 6: Pick

the type of recognition or award. It is important to select the correct

type of reward/award. The power and influence over the behavior of others

can be affected by the value people place in the incentive. Spend time

discussing with the target group and select an award within the budget

framework. You may select several types of awards/recognition and allow

the winners to choose the one they value the most.

Step 7: Develop

a communication strategy. Most programs fail due to poor communication.

How will people know about the program? Decide what form(s) of media to

use such as a newsletter, e-mail, and a brochure or in new employee orientation

materials? Decide how to remind people through the lifecycle of the program.

Step 8: Implement

the program. The best programs are those that the employees run themselves.

On the other hand, management directed programs usually take more energy

and enthusiasm to carry out the program. After a couple months, time requirements

are reduced. The target group will need consistent and clear communication

on the results and measurement of the targeted behavior and performance.

Step 9: Create

a meaningful presentation strategy. The presentation strategy is critical

to the programís overall success. The best planning can fail miserably

if the presentation strategy is poorly executed. Decide on either a formal

or informal presentation. Be creative and award recipients with as much

fanfare as possible. Involve top executives in the presentation strategy.

Step 10: Improve

and change the program. The implementation teamís job is not over

until they evaluate the program. Did it achieve its objectives and goals?

Were the participants motivated to change their behavior? All incentive

programs have a limited lifetime. Begin planning for the next program.

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word " Navigator " to [email protected].

Greg Smith

is a nationally recognized speaker, author, and business performance consultant.

He has written numerous books and has been featured on television programs

such as Bloomberg News, PBS television, and in publications including

Business Week, Kiplingers, President and CEO, and the Christian

Science Monitor. He is the President and "Captain of the Ship"

of a management-consulting firm, Chart Your Course International, located

in Atlanta, Georgia. Phone him at 770-860-9464. More articles available

at www.chartcourse.com.

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