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Added for You - Would You Get an Award for The Way You Reward Your Customer Service Employees?
The Internet is a very useful tool for job seekers as it is a great source of information. Also, taking into account of a more wired world, getting online has never been easier. People can cost-effectively get Internet access in public libraries at broadband speeds. But with the fear of information overload, many job seekers do not fully utilize the many advantages of the Internet. This is never a good development.Here are some tips for job seekers:Viewing Corporate WebsitesBefore going for an interview, it is recommended to view the company’s corporate mission statement and goals. This information is readily provided in the company’s corporate website and should also be free of charge.Industry InformationIf you are interested in understanding the employment viability of a parti
What constitutes the right way? Well, here’s a short list of rules I consider important in this regard:
Rule 1: THE GOLDILOCKS FACTOR – make the reward match the deed. Too large of an award will create unreasonable expectations and too small will give the impression that you’re a miser. Keep it just right.
Rule 2: SHINE A LIGHT ON IT – when possible present the reward publicly and give specific reasons for why the recipient deserves to be selected
Rule 3: TAKE CARE TO BE FAIR – make sure that the reward is implemented and administered in a fair and impartial manner – nothing turns people off more then a rigged contest Rule 4: KISS – “KEEP IT SIMPLE” – too many rules will only serve to confuse and de-motivate participants
Rule 5: “PUBLISH OR PERISH” – Publish in hard copy form, fax, email, or poster format and make peers/coworkers aware of the achievement. Here is an example of an animation we create and distribute at MaraStar to acknowledge employees - http://www.marastar.com/portal/aview.aspx?
Many medical supply companies have been selling little kits for business owners, which contain first aide stuff for years. They go in a scare the ever living crap out of the business owner and tell them of the fines that might occur if they do not have such stuff on the property, then they up sell the poor business owner. Poor small businessperson does not know any better and so they buy whatever they tell them too, do not get me wrong the fines are in fact real but many kits are in excess of $200.00.Sometimes they come to franchisors like me and try that scare tactic garbage and then tell me they can have my logos put on the wall size first aide kits, thus relieving them of any responsibility of what the kit contains. Great we end up over paying and then still liable for what ever crap they sold us on.
The reason for their popularity is probably related to the need people have to be acknowledged and recognized for their achievements. To be so acknowledged by their peers in a public forum for very specific achievements represents the penultimate in the performance art field.
However, according to Ray Hansell, President and Co-Founder of MaraStar Communications (a business training and motivational company based outside of Philadelphia, PA), the opportunity to acknowledge people in many other fields is there for each and every person who holds a position of authority over people. The model for how to behave in such situations is certainly there for us to witness at many of these ceremonies and yet so often in the corporate world, attention is mostly paid to the mundane or logistical side of things and very little to the personal.
Plaques are purchased carefully and certificates of achievement are procured in advance, but how much time is taken to care for the manner that employers use to acknowledge the person and the deeds they did to receive this honor?
After all, what provides the most motivation to the employee? Is it the actual award itself and the value of the gift that is received? Or is it the recognition that provides the stimuli needed to sustain their passion?
If you believe it’s the latter then you should pay as much attention to how you actually perform this very important task as you do to the logistics of the task itself. The following story chronicles some of our experiences in awarding and rewarding employees.
“The Wall of Fame” – Case Study
RMH Teleservices was like a motivational laboratory where we as owners frequently experimented with a number of ingredients to find the right formula to motivate our employees. Some of these worked and some didn’t. Starting with what seemed to work, let me begin by reconstructing the story of our “Wall of Fame”.
All of our clients rewarded us for superior results but they also wanted those results to emulate from consistent sales processes. In order to ensure this consistency they frequently required that approved sales scripts be read verbatim or close to verbatim. This of course posed a great many challenges not the least of these were how to inspire our people when the challenge of the job was so tightly constructed by reading a script.
We arrived after much consideration with creating a training program that would help our people deliver “Great Performances” similar to the way actors and actresses perform a script. In a fashion similar to the acting profession we created a mechanism for evaluating and acknowledging “Great Performances” and then posted these recipients on a gold star on our Wall of Fame which was located prominently in each of our offices. In addition we acknowledged the recipient of the award in our monthly newsletter so that employees from other locations could be made aware of the honoree’s accomplishments.
As a reward we presented them with chocolate Oscars and provided free movie tickets at AMC movie theaters so that they could see a version of a great performance on their own time. Overall, the representatives liked the rewards and liked the way their accomplishments were acknowledged for their peers to see. In addition, our clients liked the concept of creating a reward that supported their objectives and elevated the performance of their scripts to an art form.
However – It didn’t always work the way we planned it.
As we grew we gave some freedom to the local managers to select the representatives and before we knew it, one of the names appearing on the gold star was a person with borderline, if not problematic, behavior. In effect the Wall of Fame was looking more like a Wall of SHAME.
How did this happen? – Well as we questioned our local managers we found that rather than confront the bad behavior of some of the personnel, the manager thought that by rewarding them with a “Rep of the Month Award” this would somehow turn their bad behavior around. Unfortunately, the old maxim – “Don’t Reward Bad Behavior” – or better yet – “What You Reward Gets Repeated” – played out exactly.
What we did was immediately tighten up the criteria by which candidates were selected to virtually eliminate the arbitrary nature of the local managers decision. We automated the process for gathering the data used to determine the selection and made it available to us in advance of the selection. We were, therefore, able to redirect the reward program by reforming the processes before it got out of hand.
The lesson was that regardless of the good intentions we have as managers we need to pay close attention to the ways we implement a reward systems so that they continue to provide positive rewards for positive behavior. Sometimes even a simple inexpensive award or reward given in the right spirit and in the right way can mean the world to an employee.
What constitutes the right way? Well, here’s a short list of rules I consider important in this regard:
Rule 1: THE GOLDILOCKS FACTOR – make the reward match the deed. Too large of an award will create unreasonable expectations and too small will give the impression that you’re a miser. Keep it just right.
Rule 2: SHINE A LIGHT ON IT – when possible present the reward publicly and give specific reasons for why the recipient deserves to be selected
Rule 3: TAKE CARE TO BE FAIR – make sure that the reward is implemented and administered in a fair and impartial manner – nothing turns people off more then a rigged contest Rule 4: KISS – “KEEP IT SIMPLE” – too many rules will only serve to confuse and de-motivate participants
Rule 5: “PUBLISH OR PERISH” – Publish in hard copy form, fax, email, or poster format and make peers/coworkers aware of the achievement. Here is an example of an animation we create and distribute at MaraStar to acknowledge employees - http://www.marastar.com/portal/aview.aspx?
When one wants to transport goods, either for personal or for business reasons, one has to deal with the issue of shipping. There are some basic guidelines on how to efficiently go about it.What one generally wants out of shipping is basically to get the goods on time, on the place specified, and on good condition. The cost of shipping is another factor that most people would consider when availing of such services. It is thus best that one takes the time to compare prices for each shipping provider.Most established shipping service companies would give you a quote on the expected cost of your shipping requirements. You can ask this thru their sales staff or you may conveniently access the standard computation thru their websites. With information you provide as dimensions of the package, weight
After all, what provides the most motivation to the employee? Is it the actual award itself and the value of the gift that is received? Or is it the recognition that provides the stimuli needed to sustain their passion?
If you believe it’s the latter then you should pay as much attention to how you actually perform this very important task as you do to the logistics of the task itself. The following story chronicles some of our experiences in awarding and rewarding employees.
“The Wall of Fame” – Case Study
RMH Teleservices was like a motivational laboratory where we as owners frequently experimented with a number of ingredients to find the right formula to motivate our employees. Some of these worked and some didn’t. Starting with what seemed to work, let me begin by reconstructing the story of our “Wall of Fame”.
All of our clients rewarded us for superior results but they also wanted those results to emulate from consistent sales processes. In order to ensure this consistency they frequently required that approved sales scripts be read verbatim or close to verbatim. This of course posed a great many challenges not the least of these were how to inspire our people when the challenge of the job was so tightly constructed by reading a script.
We arrived after much consideration with creating a training program that would help our people deliver “Great Performances” similar to the way actors and actresses perform a script. In a fashion similar to the acting profession we created a mechanism for evaluating and acknowledging “Great Performances” and then posted these recipients on a gold star on our Wall of Fame which was located prominently in each of our offices. In addition we acknowledged the recipient of the award in our monthly newsletter so that employees from other locations could be made aware of the honoree’s accomplishments.
As a reward we presented them with chocolate Oscars and provided free movie tickets at AMC movie theaters so that they could see a version of a great performance on their own time. Overall, the representatives liked the rewards and liked the way their accomplishments were acknowledged for their peers to see. In addition, our clients liked the concept of creating a reward that supported their objectives and elevated the performance of their scripts to an art form.
However – It didn’t always work the way we planned it.
As we grew we gave some freedom to the local managers to select the representatives and before we knew it, one of the names appearing on the gold star was a person with borderline, if not problematic, behavior. In effect the Wall of Fame was looking more like a Wall of SHAME.
How did this happen? – Well as we questioned our local managers we found that rather than confront the bad behavior of some of the personnel, the manager thought that by rewarding them with a “Rep of the Month Award” this would somehow turn their bad behavior around. Unfortunately, the old maxim – “Don’t Reward Bad Behavior” – or better yet – “What You Reward Gets Repeated” – played out exactly.
What we did was immediately tighten up the criteria by which candidates were selected to virtually eliminate the arbitrary nature of the local managers decision. We automated the process for gathering the data used to determine the selection and made it available to us in advance of the selection. We were, therefore, able to redirect the reward program by reforming the processes before it got out of hand.
The lesson was that regardless of the good intentions we have as managers we need to pay close attention to the ways we implement a reward systems so that they continue to provide positive rewards for positive behavior. Sometimes even a simple inexpensive award or reward given in the right spirit and in the right way can mean the world to an employee.
What constitutes the right way? Well, here’s a short list of rules I consider important in this regard:
Rule 1: THE GOLDILOCKS FACTOR – make the reward match the deed. Too large of an award will create unreasonable expectations and too small will give the impression that you’re a miser. Keep it just right.
Rule 2: SHINE A LIGHT ON IT – when possible present the reward publicly and give specific reasons for why the recipient deserves to be selected
Rule 3: TAKE CARE TO BE FAIR – make sure that the reward is implemented and administered in a fair and impartial manner – nothing turns people off more then a rigged contest Rule 4: KISS – “KEEP IT SIMPLE” – too many rules will only serve to confuse and de-motivate participants
Rule 5: “PUBLISH OR PERISH” – Publish in hard copy form, fax, email, or poster format and make peers/coworkers aware of the achievement. Here is an example of an animation we create and distribute at MaraStar to acknowledge employees - http://www.marastar.com/portal/aview.aspx?
So many of us who have decided to do business online have no background in marketing or advertising. It can be so frustrating without any kind of guide.Here is a list of some textbook rules regarding marketing and advertising in general. These are important points that we should all keep in mind when promoting our offers:1. People don't like ads until they see something they want or need.2. Headlines should always illustrate the best, specific benefits of one's offer. Cryptic headlines might be fun, but they simply can't compare (in terms of results) to an honest headline that spells out your offer.3. Tell your prospects exactly what you want them to do. Don't assume that they know what the next step is. Whether you want them to click through to your web site or send you an email for mo
We arrived after much consideration with creating a training program that would help our people deliver “Great Performances” similar to the way actors and actresses perform a script. In a fashion similar to the acting profession we created a mechanism for evaluating and acknowledging “Great Performances” and then posted these recipients on a gold star on our Wall of Fame which was located prominently in each of our offices. In addition we acknowledged the recipient of the award in our monthly newsletter so that employees from other locations could be made aware of the honoree’s accomplishments.
As a reward we presented them with chocolate Oscars and provided free movie tickets at AMC movie theaters so that they could see a version of a great performance on their own time. Overall, the representatives liked the rewards and liked the way their accomplishments were acknowledged for their peers to see. In addition, our clients liked the concept of creating a reward that supported their objectives and elevated the performance of their scripts to an art form.
However – It didn’t always work the way we planned it.
As we grew we gave some freedom to the local managers to select the representatives and before we knew it, one of the names appearing on the gold star was a person with borderline, if not problematic, behavior. In effect the Wall of Fame was looking more like a Wall of SHAME.
How did this happen? – Well as we questioned our local managers we found that rather than confront the bad behavior of some of the personnel, the manager thought that by rewarding them with a “Rep of the Month Award” this would somehow turn their bad behavior around. Unfortunately, the old maxim – “Don’t Reward Bad Behavior” – or better yet – “What You Reward Gets Repeated” – played out exactly.
What we did was immediately tighten up the criteria by which candidates were selected to virtually eliminate the arbitrary nature of the local managers decision. We automated the process for gathering the data used to determine the selection and made it available to us in advance of the selection. We were, therefore, able to redirect the reward program by reforming the processes before it got out of hand.
The lesson was that regardless of the good intentions we have as managers we need to pay close attention to the ways we implement a reward systems so that they continue to provide positive rewards for positive behavior. Sometimes even a simple inexpensive award or reward given in the right spirit and in the right way can mean the world to an employee.
What constitutes the right way? Well, here’s a short list of rules I consider important in this regard:
Rule 1: THE GOLDILOCKS FACTOR – make the reward match the deed. Too large of an award will create unreasonable expectations and too small will give the impression that you’re a miser. Keep it just right.
Rule 2: SHINE A LIGHT ON IT – when possible present the reward publicly and give specific reasons for why the recipient deserves to be selected
Rule 3: TAKE CARE TO BE FAIR – make sure that the reward is implemented and administered in a fair and impartial manner – nothing turns people off more then a rigged contest Rule 4: KISS – “KEEP IT SIMPLE” – too many rules will only serve to confuse and de-motivate participants
Rule 5: “PUBLISH OR PERISH” – Publish in hard copy form, fax, email, or poster format and make peers/coworkers aware of the achievement. Here is an example of an animation we create and distribute at MaraStar to acknowledge employees - http://www.marastar.com/portal/aview.aspx?
Some planned changes in life turn out to be less promising than expected. What should you do in such a case?This “concept” of taking your loss is used in the investment area. The principle is simple. You have built up an investment portfolio with different investment instruments. Each individual instrument (a stock, option, future, bond, mutual fund, etc) is priced as an outcome of a market process. And the value of the portfolio changes in a moderate way; some titles increase in value other decline during a trading day. In the end the value of your portfolio is more or less in line with the development of the market. However, there is often some stock in portfolio that turns out to be underperforming: the wrong choice.For example you buy a stock at 80 dollars and after one week of trading the valu
As we grew we gave some freedom to the local managers to select the representatives and before we knew it, one of the names appearing on the gold star was a person with borderline, if not problematic, behavior. In effect the Wall of Fame was looking more like a Wall of SHAME.
How did this happen? – Well as we questioned our local managers we found that rather than confront the bad behavior of some of the personnel, the manager thought that by rewarding them with a “Rep of the Month Award” this would somehow turn their bad behavior around. Unfortunately, the old maxim – “Don’t Reward Bad Behavior” – or better yet – “What You Reward Gets Repeated” – played out exactly.
What we did was immediately tighten up the criteria by which candidates were selected to virtually eliminate the arbitrary nature of the local managers decision. We automated the process for gathering the data used to determine the selection and made it available to us in advance of the selection. We were, therefore, able to redirect the reward program by reforming the processes before it got out of hand.
The lesson was that regardless of the good intentions we have as managers we need to pay close attention to the ways we implement a reward systems so that they continue to provide positive rewards for positive behavior. Sometimes even a simple inexpensive award or reward given in the right spirit and in the right way can mean the world to an employee.
What constitutes the right way? Well, here’s a short list of rules I consider important in this regard:
Rule 1: THE GOLDILOCKS FACTOR – make the reward match the deed. Too large of an award will create unreasonable expectations and too small will give the impression that you’re a miser. Keep it just right.
Rule 2: SHINE A LIGHT ON IT – when possible present the reward publicly and give specific reasons for why the recipient deserves to be selected
Rule 3: TAKE CARE TO BE FAIR – make sure that the reward is implemented and administered in a fair and impartial manner – nothing turns people off more then a rigged contest Rule 4: KISS – “KEEP IT SIMPLE” – too many rules will only serve to confuse and de-motivate participants
Rule 5: “PUBLISH OR PERISH” – Publish in hard copy form, fax, email, or poster format and make peers/coworkers aware of the achievement. Here is an example of an animation we create and distribute at MaraStar to acknowledge employees - http://www.marastar.com/portal/aview.aspx?
In a traditional organization, the role of purchasing is to simply purchase and the means was to negotiate and to have a confrontational attitude with the vendors. This led to the concept of ‘buying power’ of organizations into the management literature. For instance, large organizations squeezed every cent from their suppliers by using their buying clout.Purchasing solutions are based on vendor, geographic and technology specific. Whatever be the solutions, the goals are reduced cost, higher quality and reliability. Purchasing is a complex process with so many variables that the organization may not have control on many of them. For instance, currency fluctuation is an important variable that affects the buying decision. The degree of centralization in an organization plays a major role in purchasing solut
What constitutes the right way? Well, here’s a short list of rules I consider important in this regard:
Rule 1: THE GOLDILOCKS FACTOR – make the reward match the deed. Too large of an award will create unreasonable expectations and too small will give the impression that you’re a miser. Keep it just right.
Rule 2: SHINE A LIGHT ON IT – when possible present the reward publicly and give specific reasons for why the recipient deserves to be selected
Rule 3: TAKE CARE TO BE FAIR – make sure that the reward is implemented and administered in a fair and impartial manner – nothing turns people off more then a rigged contest Rule 4: KISS – “KEEP IT SIMPLE” – too many rules will only serve to confuse and de-motivate participants
Rule 5: “PUBLISH OR PERISH” – Publish in hard copy form, fax, email, or poster format and make peers/coworkers aware of the achievement. Here is an example of an animation we create and distribute at MaraStar to acknowledge employees - http://www.marastar.com/portal/aview.aspx?id=79B74757-E5A0-495B-B753-C897096F136A. Keep in mind that rewarding employees is one of the more positive aspects of managing people – you get to do something positive by acknowledging and applauding people who richly deserve to be so treated. SO…
DO IT POSTIVELY, ENJOY IT AND TAKE THE TIME TO DO IT WELL!!!!
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