Volume10_No_2
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AutoOne (continued from page 1) our goals and we put recognition programs in place to support those goals.” Beginning with its “Drive for Performance” program, the company recognizes employees who go above and beyond and demonstrate one of the organization’s five core competencies — Analytically Minded, Unique Initiative, Teamwork, Outstanding Leadership and a corporate principle known as “The One.” Employees can be recognized with everything from an email or certificate to a selection of valuable awards on the company’s recognition Website. And, as AutoOne soon discovered, that is exactly what the company’s young workforce wants. “When we realized the majority of our workforce was from the Millennial generation we knew there were new attitudes and expectations we needed to be aware of,” says King. “More than anything it seems this generation of workers wants constant feedback, opportunity and acknowledgement.” As a result, AutoOne structures its recognition programs, performance reviews and management objectives around meeting those needs, making the most of its workforce’s sincere desire to succeed and be recognized for it. Brian Posner, a claims specialist and special project manager, says this type of recognition along with meaningful awards makes all the difference. “I’ve seen good [employees] put in a lot of hours and a lot of work. I see when they get their awards and they get recognition for what they’re doing. It definitely boosts morale and they’re willing to put the time in again,” says Posner. “You don’t hear as much grumbling about another Saturday or extra hours when it’s recognized. People have a good attitude when they know that the company recognizes what they’re doing and it’s appreciated. That makes it worth it to put in the extra effort.” AutoOne takes recognition one step further by honoring employees with “Bravo” awards for making suggestions for company improvement. The program focuses on their Millennial population’s desire to contribute, be heard and continually improve the company. “Bravo awards encourage employees to get involved outside their particular area of expertise,” explains COO, Paul DiFrancesco. “When employees offer suggestions, they show they are willing to step up and say, ‘I think I can make a difference.’ That is of great benefit to the company because some of the best ideas come from people who aren’t so close to the problem.” DiFrancesco and his team of operating officers personally review each Bravo suggestion in a weekly meeting and decide which suggestions to investigate further. “The program is an opportunity to reward people who are making
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suggestions that aren’t necessarily in their areas of expertise and the program tells them their ideas are of value. There’s nothing holding them back,” says DiFrancesco. “Our program is a way for AutoOne to engage people and communicate to employees that they are expected to contribute and they can be recognized if they contribute beyond what they are being asked to do everyday. The program encourages people to look beyond their desk, beyond their department.” And it’s those types of opportunities to contribute that keep Millennials engaged. “We have studied, surveyed and discovered our Millennial employees are used to immediate gratification, thanks and feedback,” says King. “This generation was raised by parents who gave them constant encouragement. They grew up setting
“More than anything it seems this generation of workers wants constant feedback, opportunity and acknowledgement.” Lisa King, Assistant Vice President, Human Resources
goals and objectives and getting feedback as they moved to meet those goals. And when managers walk right by them, it’s a problem. Through training and use of the recognition program, managers now understand recognition is a tool they should use everyday. We are making a conscious effort to thank people for their hard work.” And for Posner and employees like him, that can mean the difference between staying and contributing at AutoOne or looking for work elsewhere. “Companies are losing people left and right and sometimes it’s salary, but a lot of times it’s just that people aren’t happy,” says Posner. “They’re doing their work and they feel like nobody cares so they figure they’ll go to the next place and work for an extra $5,000 and nobody will care there either. At least at AutoOne you feel recognized and you feel like people appreciate what you’re doing; that makes people more apt to stay around.”
Communicating Expectations Staying around is one thing, but inspiring people to thrive while they’re there is another. For that, AutoOne turns to training and uses its recognition program as a vehicle to motivate and elevate the level of communication within the company. DiFrancesco explains, “For managers who are new to supervising people, recognition programs help them learn and manage the softer side of saying, ‘thanks’ once in a while and, ‘job well done.’ Those things can be forgotten under the pressure of having to meet a target or a goal.” King agrees. “With so much on our managers’ plates, we have to remind them that recognition is there to help them accomplish their goals, not to get in the way. And once they use the programs, they understand that. It’s amazing to watch managers use recognition and turn into leaders for their employees.” “Recognition has also helped our employee relation issues,” continues King. “It has been a type of catalyst for us to train managers on their new roles, how to treat each other, communicate to each other, handle conflict, and how to raise issues with staff. It’s an important part of our efforts to continue to train and grow our managers.” Beyond helping AutoOne’s managers, recognition also gives employees concrete examples of excellence and communicates what actions are valued by the company. “Recognition gives us a way to show employees where the bar is,” says Myra Rakosky, vice president of underwriting for AutoOne. “The program has provided a lot of flexibility in recognition because we can use it in a lot of ways. We can use it as an incentive for better customer service, to enhance productivity, or to send a thank you for help provided or advice given.” The program’s ability to communicate what’s important by rewarding those actions that most benefit the organization helps employees know what is expected and how to best achieve those expectations. “Sometimes watching others receive recognition draws a map for you,” says Posner. “You realize, ‘Hey what is this employee doing that makes others recognize him?’ I had better take a look at what he’s doing because obviously it’s something that makes others notice. Recognition can inspire you to do more that way.”
Recognition that Makes Sense
Paul DiFrancesco, Senior Vice President and Chief Operation Officer
Volume 10 Number 2
www.octanner.com
Putting structure to the idea of strategic recognition was a challenge for AutoOne early on. How do you maintain consistency in the program, clearly communicate program