What Gets Recognized Gets Done!

Time to Ramp Up Recognition

2011-08-29T17:36:00.001-05:00

Posted by Curt Denevan:

Let's face it: The past several years have been challenging. Employees that have a job are stressed out. More often than not they are doing the work of several people. Their supervisor runs around mumbling "be glad you've got a job" and things of that nature. Employers are often sending a message to employees, and not the one that is intended.

2.6 million jobs were lost in 2008. Everyone knows people out of work, friends and family both. In May of 2009, according to the U.S. Bureau of Labor Statistics, the unemployment rate had risen to 9.4%. Across the board, Americans felt losses of income, employment, wholesale-retail sales, and industrial production. It might be a natural conclusion that companies would take this opportunity to trim expenses, including employee recognition programs whose ROI are hard to track.

The reality is that this is far from the case. While it is difficult to track the return on investment, recognition programs clearly have a positive effect on employee morale and cutting these programs would cause that to plummet.

A recent study showed that 75 percent of HR managers indicated they are maintaining their employee recognition programs. This is even though they are cutting the budget in other areas of the company. Another 5% indicated they had increased their recognition budget. This is done while knowing that further layoffs are coming and these cuts will impact productivity levels.

In order to measure success metrics, companies recognize that they need to have employee recognition programs in place. To make your employee recognition program successful, measurable and personal, you need to start with the end result in mind. How can your company business strategy be linked to recognition in a measurable manner? This is key, and doesn't require complicated analysis. Senior management needs to buy into your recognition program and lead the way. If you want to improve employee satisfaction by 6%, then find a metric that can be measured and use that to drill down to get results. Since "employee satisfaction" isn't readily measurable, look instead at employee participation levels and other indicators of employee engagement that you have. Recognition programs are key indicators of employee participation. Identifying key supervisors that are lacking in recognition training becomes apparent when measuring participation levels. Those that are giving recognition regularly have higher participation and satisfaction levels.

Another measurable metric is manager utilization of recognition. You may set a target of 75% manager utilization. If your managers understand and use recognition, they are more likely to take advantage of a system to practice giving it. With that system in place, you can see which managers are using the recognition system and which are not.

Next step is to analyze your existing programs and identify which ones are working and which ones are not. Use employee surveys and ask employees directly what kinds of treatment they like and what they don't. Various firms offer surveys in cultural assessment and can offer cost effective surveys that will deliver on the spot metric results.

Implementing the right program is a key step to making recognition strategic and allow you to capture employee recognition activity in an efficient maner. Depending on the programs involved, you may want to outsource the administration of the program. Recognition nominations and reward redemptions may need to be on an outsourced platform if your staff can not support it. Don't tackle projects that you can not support long term.

As you study your metrics and understand the results, what does the data tell you about the workforce and employee recognition? Your data has to be measurable. How many employees were nominated in the month of July for the Mentoring Award? If you have a formal system in place to track this, it is possible to assess participation rates by managers and employees. This data can then be correlated to employee engagement to assess participation rates.

Measure employee attitudes with straightforward survey questions. Make sure your employees feel empowered and free to answer and express their true thoughts in a open and candid maner. We have seen the best success from companies that have:

a framework for strategy
have executive buy in
the systems in place to capture data and effectively measure their employee recognition practices for ROI justification.

Measurement of recognition metrics will also show employee accomplishments and areas for employee improvement. When the time comes to evaluate, having the data is the key to success.

Do you struggle with ROI on employee recognition programs? One area to look at is comparing the production of the long-term employee with the cost to attract, recruit, train and retrain a new employee. Employee turnover costs and retention rates are quantifiable. You can use this as you look at justifying length of service recognition programs and the value to the organization.

Employees like recognition. It can be a pat on the back, a formal thank you, a group presentation, an incentive, a gift or a symbolic award. If you have the opportunity to upgrade your recognition, now is a good time. Success is measured by the stories we hear, the data that is produced, the money saved, the talent we train and the smiles on our employees' faces during this recession. This proves why we need recognition programs.

Plaque Phrases and Sayings for Award Presentations

2011-08-26T10:36:00.001-05:00

Posted by Curt Denevan:

Click the title for a great collection from the Awards and Recognition Association about phrases for common award situations and sample layouts for plaques.

On-The-Spot Recognition Programs: Instant Awards Points Cards

2011-07-18T17:48:00.000-05:00

Posted by Curt Denevan:

Are you looking for ways of implementing an on-the-spot recognition program, but need an easy way to implement the program and still control the budget? Here you go!

Review your program goals and objectives.
Key in on a handful of meaningful targets that can be implemented.
Determine your budget.
Establish the timeline.
Prepare communications: announcement, tracking and follow up.
Order recognition cards in denominations that fit your budget.
When you catch someone doing something right, present them with a card!
Watch what happens next. The recipient can go to the website and cash in right away, or they can save them up and cash them in all at once.
Each card has a unique award code, unique to that card, so it can only be used once.
They have no expiration date nor additional fees and are available in denominations of $1, $3, $5, 10, $15, $20, 25, $50, $100.
Orders arrive in 10-14 business days.
Unused points are kept in the employee points account for future purchases.
Points cards are password protected for security.

How can you make sure the program is successful?

Let them know what you are recognizing. Be specific. What they did to be recognized?
Connect their behavior to the organization's values and mission.
Recognize how the behavior represents the employee's best qualities, such as integrity, dedication, or accountability.

Here are just a few reasons to recognize an employee on-the-spot with an Instant Award Points Card.

Always willing to help another employee
Taking initiative when needed
Making it happen
Stepping up and leading
Providing outstanding customer service
Sharing new ideas
Having a fantastic attitude
Having a positive approach to a problem
Being resourceful in accomplishing goals
Meeting a deadline on time
Going above and beyond expectations
Contributing to a project's success
Staying the course
Being a team player
Exhibiting dedication day in and day out
Acting as a mentor
Showing a can-do spirit
Thinking out of the box
Consideration of others

For more information, contact RCB at 800-929-9110. RCB Awards

Its All About The Ring

2011-07-06T11:05:00.004-05:00

Posted by Curt Denevan:

The world of professional sports has the one ultimate goal defining success for an athlete. The Ring. The Championship Ring.

In spite of the NFL lockout, the presentation of the Championship Rings to the Green Bay Packers players, staff and executives was an event that was not going to be missed. The team got special permission from the NFL to hold the event, and all but three players were in attendance (one was in the delivery room with his wife). Charles Woodson played for a lot of dreadful teams over the years, and it was always his dream to win the Ring. Executive Mark Murphy talked about how the Ring symbolizes the Packers championship tradition in excellent fashion.

Clearly the pride of winning the biggest prize of them all is evident in the smiles, and even the peace pipe that owners and players smoked during this truce in the NFL war. Contrast this with the far out attitude of Mark Cuban, NBA owner, whose Dallas Mavericks just won the NBA Championship. While his players, coaches and front office staff were clearly looking forward to getting a ring, he burst everyone's bubble with the announcement that there would be no ring for the NBA World Champions. Perhaps a Championship Bracelet, he suggested? The team, not a single one of which had ever won a championship ring, were all opposed to this. To a player, they all scoffed at Cuban's notion that a ring was old school and thus no longer relevant. He said he wants to take it to the next level, with something different. I don't think so!

Athletes want the Ring. Owners want the Ring (well, most), and staff want the ring. The NFL pays $5,000 per ring, up to 150 rings, and the teams pick up any additional cost. The 4 marquis diamonds on the Packers ring represent 4 World Championships. 13 diamonds in the G represent each of the 13 NFL Championships. The 92 smaller diamonds represent the 92 year history of the club. Lambeau Field is on one shank, the Lombardi Trophy is on the other. The players jersey number is circled, just like on the first jersey the team wore. The inside of the ring is engraved Mind, Goal, Purpose, Heart, which was the inspirational motto of the team. The rings are made of platinum, with 14K gold, and weigh 116 grams. Wow! Fans can order their own version of the ring, also made by Jostens, at the Packers Pro Shop.

It's all about the ring. Don't doubt this. After 14 seasons for Charles Woodson, it just doesn't get any sweeter than this.

The Right Presentation can make all the Difference

2011-06-24T18:44:00.000-05:00

Posted by Curt Denevan:

The Fundamentals of an Effective Presentation

Why is a presentation necessary? By establishing an employee recognition program within your company, you demonstrate that you know recognition is a powerful leadership tool. It makes a statement to your employees about what is important to the business and what is valued by the leaders within the company. It is also one of the most effective ways to reinforce an organization’s culture, support its objectives and retain top performers.

An effective recognition program achieves the following:

Builds self-esteem
Reinforces desired behaviors
Helps create an atmosphere of appreciation and trust
Promotes empowerment and involvement
Creates loyalty to the company

Who should be present? Imagine training long hours for a big race and then winning first place, only you aren’t allowed to tell anyone about your victory. Our achievements in life, no matter how small, are more meaningful to us when we share them with others. Keep this in mind when deciding who will be at the recognition event. The presentation will have much more impact if the associate is recognized in front of his/her peers (and senior management and additional guests if a more formal presentation is planned). The appropriate peer recognition will generate excitement for others to also strive for the high goals of achievement and recognition.

Remember to make the presentation upbeat, fun and to the point. Your preparation will make the event a memorable Magic Moment for all.

What will the presenter say? The most important thing to remember is that the presentation should be personal. Consider the flowing when preparing what you will say:

Address the associate by name.
Research the important information including years of service, accomplishments and contributions prior to the presentation.
Share a work-related short story or anecdote if appropriate, but always avoid embarrassing jokes or other comments that may make the associate uncomfortable.
Communicate how honored you are to have the opportunity to recognize him or her.
Congratulate the associate, say “thank you” and shake his or her hand.

Where will the presentation take place? Whether you are planning a casual or more formal presentation, the event is important and can be a powerful management tool towards developing increased commitment to the company’s vision and core values. You can recognize an associate at his or her work place, or, if desired, in a more formal setting like a banquet hall. Keep in mind the number of people who will be attending the event and plan the location accordingly. Whatever the setting, however, remember that this should be a special occasion for the associate and his/her peer group.

When should the presentation occur? There is no specific time of year to hold a recognition event because it should take place at a “special time” for your company. Most companies, however, hold an annual event to recognize their associates. Once a year is an optimal time to guarantee that milestones don’t go unnoticed while still ensuring the event remains “special” instead of an everyday occurrence. Whenever you plan to hold your event(s), remember to recognize important milestones like the following:

Years of Service (usually 1 year, 5 year, 10 year, etc)
Significant performance accomplishments
Goal Achievements
Going Above and Beyond

For more information on recognition programs, see our website at: RCB or call 800-929-9110.

Recognize, Reward & Retain

2011-06-24T14:13:00.002-05:00

Posted by Curt Denevan:

Marquis Service Award Program:
Imagine - No setup or administration hassles, no late or broken gifts, happy smiling faces, constant praise and respect from your boss, rave reviews from your employees...sound inconceivable...it's not.

The Marquis Service Award Program will blow your employees away. It's a strategic employee recognition program that recognizes, inspires and motivates every employee in today's diversity-rich workplace.

Overview:
The Marquis Service Award program offers 19 plateau (fixed price) levels. Fixed pricing allows you to control and manage your program without the risk of going over budget.

Almost 100 useful and desirable awards are offered in each of the 19 price levels to give your employees the largest choice of name brand items in the industry.

Awards are separated into 7 distinct lifestyle categories:

Electronics
Watches & Pens
Traditional
Jewelry
Gourmet
Home & Leisure
Outdoor/Recreation

Program Features of the Marquis Service Awards:

Internet capabilities, including a complete Marquis Website Program, on-line ordering and reporting features are as simple as a click of the mouse.
23 Personal Recognition Options (PRO SERIES), make it easy to tailor a program to your specific needs, company culture and traditions.
Standard and/or customized reports are available to measure the success of your program.
Flexible administration gives you the ability to control and manage the entire program yourself or outsource it completely to us.
Awards can be bulk shipped to your work site for a presentation event, or mailed to recipients' homes for convenience.
The fastest award shipping in the industry allows for immediate gratification and a more effective program.
All awards are unconditionally guaranteed for 100% customer satisfaction and against manufacturer defects with a hassle-free returns-no questions asked for 1 full year.

Let a member of our professionally trained and experienced account management team participate and guide you in the design of your program. Call us at 800-929-9110.

RCB Marquis Service Award Program

SAFETY RECOGNITION PROGRAMS

2011-06-24T13:10:00.003-05:00

Posted by Curt Denevan:

4 High-Impact Applications that are designed to reduce accidents, increase awareness, and save you money:

· Stamp Programs

· Point Programs

· Webpoint Programs

· Milestone Programs

Extensive research has shown us that successful programs are comprised of 10 Elements that achieve top-of-mind safety awareness. Our safety incentive programs are custom designed to include all 10 of these elements:

· Simple & Well Defined Rules

· Accrual Design

· Short-Term Recognition Periods

· Individual Recognition

· Human Interaction & Peer Recognition

· Useful & Desirable Awards

· Family Involvement

· Immediate Gratification

· Positive Reinforcement & Continuous Communication

· Management Support

Our programs are designed to fit any budget and culture and maximize your investment.

REDUCED ACCIDENTS EQUALS REDUCED COSTS EQUALS INCREASED PROFITS.

For every $1 invested in an effective workplace safety program, $4 to $6 is saved.

-American Society of Safety Engineers

The financial burden of serious workplace injuries is costing U.S. businesses nearly $1 Billion per week and is rising.

-2004 Liberty Mutual Workplace Safety Index

96% of all workplace accidents are triggered by unsafe behavior.

-Occupational Health & Safety Magazine

An effective overall safety program will include:

· Training

· Safety Incentive Program

· Environment

RCB can help you Decrease accidents, Increase safety awareness, and Improve your bottom line.

HOW DO WE DO IT?

1. STAMPS - High-Touch/Low-Tech

2. POINTS - Virtually No Administration

3. MILESTONES - Recognizes One-Time Events

4. WEBPOINTS PROGRAM* - Password Protected Websites Customized to Fit Your Program

*Includes automated point calculations, enhanced multi-level reporting and capabilities that allow you to track, measure and compare safety performance metrics.

For more information, go to the website: Corporate Recognition Programs.

CONTACT US FOR FREE SAFETY AWARENESS BOOK: The Missing Link, Proven techniques that can save your company millions of dollars in less than 12 months by Chuck Davis. 800-929-9110.

Short RCB Promo

2011-04-12T16:35:00.000-05:00

A short video to showcase RCB. Light the torch.

Guidelines for Award Presenters

2011-04-04T19:48:00.003-05:00

Posted by Curt Denevan:
Do you have to make an award presentation and want some suggestions on how to make a positive impact?

I. Use the following suggestions to help you convey an appropriate message of recognition:

Be personal; be yourself; be sincere.
Everybody feels they've contributed something; given a little thought you can bring this out.
What may seem like a chore can be a very big thing for the recipient; you can make it bigger!

II. Make it a positive, cheerful occasion that evokes a feeling of emotion and acceptance from the recipient:

Pick a time that avoids unusual stress or time limitations. Be spontaneous.
Do it in a place away from the operations of the job.
Invite friends and associates who know the recipient well.
Talk to the recipient in a personal way that's comfortable for you, yet shows an understanding of the recipients feelings.

III. Try to include contributions to the immediate department goals such as:

Suggestions employee made in improving department operation and performance.
Extra time given to finish a job or keep on top of on-going workload.
A good attitude that makes fellow workers feel like part of the team.

IV. Talk about things that have happened during the employee's years with the company such as:

The Company's growth, new products, new equipment, new people.
The individual's performance as related to skills developed, promotions earned, other awards received.
Community activities, special events, or growth activities in the community.

V. Use information available within the Company:

Personnel departments usually have company and community events information you may not have about the recipient.
Fellow workers might know personal stories about the recipient. You can probably also think of a few ideas from your own personal relationship.
Family or spouse are good sources of information to off the job interests and activities.

VI. Talk about the future of the individual and company (in a one on one presentation), and how they should continue together:

Find out the employee's goals and ambitions.
Talk about how the employee can contribute to company's future growth and development.
Tell how the recipient can help with future department objectives.

For more information about corporate recognition programs, see the website: Corporate Recognition Programs.

Kentucky Derby Trophy

2011-03-10T16:29:00.001-06:00

Recognition Review, May, 1998

A Thoroughbred Trophy
By Stacy MacTaggert, Assistant Editor

While the Kentucky Derby may be known as "The Run for the Roses," everyone knows what the racers really want to be holding in their hands at the end of the race: that shiny, gold Kentucky Derby trophy. The most well-known contest in the international horse racing circuit, the Kentucky Derby is held annually on the first Saturday in May. This year marks its 124th year. The legendary Churchill Downs in Louisville, Ky., is the only track on which the Derby has been run. The Derby is the first in a triumvirate of the sport's most prestigious races - collectively known as the Triple Crown - that also includes the Preakness and the Belmont Stakes. Although the Belmont Stakes is the oldest race, the Derby is generally considered the most prestigious. "It is the longest continuously run sporting event in America," says Lane Gold of Churchill Downs. Also, since it's the first race in the Triple Crown, it tends to get a lot of attention. This year more than 130,000 people will see the race firsthand with millions more watching on television.

The Kentucky Derby track is 1-1/4 miles and takes about two minutes to run. In fact, there has only been one horse to run the track in less than two minutes: Secretariat, who finished in 1:59 2/5 in 1973. A maximum of 20 entrants is allowed; should there be too many registered, preference would be given to horses who have won higher earnings in the graded sweepstakes races leading up to the Derby. Horses must be 3-year-old thoroughbreds and, says Gold, "You have to be a Triple Crown-nominated horse to run." Generally the owners nominate their own horses to run in the three events.

Churchill Downs and its Derby Days are synonymous with many traditions, such as mint juleps and the wreath of roses draped around the winning horse's neck. But one of the finest - and newest - traditions in the Derby is the presentation of the Kentucky Derby trophy.

Spun Gold

The first Derby trophy was presented in 1924, making it a relative newcomer to the steeped traditions of the blueblood racing crowd. Prior to then, the winners received a silver plate, cup or bowl - there was no set prize. But for the race's 50th anniversary, Churchill Downs' president held a contest to design a 14-karat gold permanent trophy for the winner. Louisville's oldest retail firm, Lemon & Son Jewelers, won the contest with its design of an intricate gold cup and figure. The trophy was designed by George Louis Graff, and Lemon & Son has made the trophy since winning the contest. And just like Southern traditions, not a lot has changed. "It's made the same way it always has been," says Gary Rossenberg, Lemon & Son's general manager. "They use the same original dies that we made in 1924." The only changes to design were for the Derby's 75th and 100th anniversary cups, when jewels were added to the cup. Otherwise the base is the only part of the trophy to change: It used to be made of marble; now it's jade.

The trophy's main body is an 8-inch-diameter covered cup made of 14-karat spun gold. Sitting atop the cup is a horse and jockey. The cup and figure are 17 inches tall and sit on a jade base, bringing the trophy to 22 inches and about 3-1/2 pounds. The manufacturing process begins with a round sheet of 14-karat gold placed in a lathe to create the cup. "The cup is the hardest part to make," Rossenberg says. "It's a process called spinning; the gold is shaped around a series of cones and bowls." The spinning process is a very delicate operation; if the temperature is changed even the slightest during the process, the gold will crack - forcing Lemon & Son to begin anew. This has only happened once, in 1987. But spinning is important because it gives the gold its shiny appearance. "If you were to cast it, you wouldn't get that finish," says Rossenberg.

The trim - which comprises the handles, rim and stem of the cup - is cast in 18-karat gold and hand-fitted to the cup. After the trim is applied, it is hand-engraved to enhance the detail. The top plate where the figure stands is 14-karat green gold, as is the lotus flower on the trophy's base. The horse and jockey are made of solid 18-karat gold with a special hand finish. "It takes about six months to make because of all the different aspects to it," says Rossenberg. He estimates almost 1,000 man hours go into the trophy's manufacturing, the cup demanding the greatest part of that. During the manufacturing process, approximately 40 percent of the original gold is lost through fillings, engraving, polishing and shrinking. When completed, the trophy is given a home in a lined mahogany box, to be engraved after the race is won.

Trophy Travails

Lemon & Son also makes three smaller sterling silver versions of the Derby trophy. These are presented to the jockey, the trainer and the breeder. Many people think that the jockey receives the gold trophy; but it is actually given to the owner of the winning horse. The large trophy is worth about $67,000 this year; the price fluctuates based on the value of gold. The sterling silver trophies are worth about $5,000 each, says Rossenberg.

At such a high value, you can be sure that two security guards follow the trophy wherever it goes. On the day of the Derby, Lemon & Son brings the trophy to Churchill Downs and locks it up - guarded, of course - in the office of Churchill Downs' president. Only when it is time to make the winning presentation does the trophy emerge into the daylight on that first Saturday in May. But even such diligent protection can't prevent mishaps from occurring, says Rossenberg. One year, the governor of Kentucky stepped up to the dais to present the trophy to the winner - and promptly dropped the priceless cup, leaving a big dent. "They gave it back to us and we repaired it," says Rossenberg. The 1937 trophy is on display at the Kentucky Derby Museum in Louisville, saved from disgrace after being found in a pawn shop in New Orleans. "They had stripped all the gold off," Rossenberg says. "They even rubbed the winner's name off the plate. The only way we knew who it belonged to is we put a serial number on the cup." Lemon & Son took the naked trophy, fixed it up and gave it to the museum.

A Permanent Award

Luckily, most cups make it to their new owners without a scratch. The horse owners this year will be competing not only for the chance to hold aloft that shiny trophy, but also for a winning purse of $1 million, of which the winner takes $700,000. That's a far cry from the first Derby winnings: $2,850 in 1875. The second-place winner takes $170,000, third place $85,000, and fourth place $45,000. The stakes are high, as is the fee to enter a horse in the Kentucky Derby: $15,000. But it's worth it to thoroughbred owners and jockeys; the Kentucky Derby has always been a place where the "most exciting two minutes in sports" have led to numerous records being broken and history being made. For example, only three fillies have ever won the Derby. And since 1919, only 11 horses have swept the Triple Crown, winning the Kentucky Derby, Preakness and Belmont Stakes. The legendary Secretariat, a name even nonhorseracing fans will recognize, is one of the 11.

And this year on May 2, with millions watching, one lucky and talented horse will nose across the finish line before any other - and while fresh red roses rain down from the stands, the thankful owner will sidestep the sweet petals as he takes the coveted Kentucky Derby trophy. After all, flowers do wilt - and you can't drink champagne from them.

RCB Awards acquires Brookfield Awards

2011-02-11T18:03:00.001-06:00

RCB announced that they have recently completely the acquisition of Brookfield Awards, a 40 year old engraving and award company. This complements the corporate awards programs that RCB provides for sales recognition, length of service recognition and safety awards. RCB is a leader in the area of crystal etching, plaques and name badges. They specialize in corporate ring programs and emblematic jewelry. Brookfield Awards joins RCB.

CASH RECOGNITION

2011-01-06T15:49:00.000-06:00

20 to 35% loss in redemptive value

Taxable on W-2

Purchases Taxable when redeemed

Low motivation

Low anticipation

Low visual accumulating effect

No sharing family involvement

No sharing of group involvement

No sharing of individual’s results

No flexibility for quarterly emphasis

No flexibility for on the spot recognition

No flexibility for special awareness

Cash is compensation, an entitlement, not Recognition

Cash has no memory value

Cash has no trophy value

CASH IS IMMEDIATELY FORGOTTEN

Formal vs Informal Recognition

2010-12-10T18:34:00.000-06:00

Research shows companies find a balance of formal and informal recognition is an effective way of keeping employees motivated and happy. According to Greg Boswell, OC Tanner Recognition Company, the move to make informal recognition part of a corporate recognition strategy has been due in part to companies that are working to improve employee retention. In a study conducted by Robert Half International, 47 percent of executives surveyed said that recognition and praise were the most important factors in keeping an employee satisfied. However, it’s often through formal programs such as career achievement or employee service awards, management can implement communication tools and effective training with the power to impact the entire company. “Formal recognition has the unique potential to tie every employee’s achievements to a company’s values and business goals,” said Boswell. “With ongoing formal recognition as a foundation, informal programs can be added to encourage spontaneous appreciation."

Regardless of the size of the company and the scope of the work, all employees deserve the chance to be acknowledged for their contribution to the success of a company. It’s clearly a win-win situation for business, when people feel valued, they feel better and they perform better. Not to mention how good it feels to be the giver.

Cash or Award?

2010-12-10T18:17:00.003-06:00

33% of people receiving cash awards will use it pay bills.

20% of people will not recall what they used a cash award for.

It is considered income and seen as an entitlement, so it is not as effective as a tangible award.

Source: Gostick and Elton, The Carrot Principle, 2007

And the Winner is... How the Oscar is built.

2010-12-10T10:37:00.000-06:00

And the Winner is...
How ARA manufacturer R.S. Owens builds the Oscar

Its official name is the Academy Award of Merit, but the origin of the less cumbersome nickname "Oscar" is not clear. For years, Bette Davis claimed to have coined the name when she quipped that the statue's backside resembled her husband. However, Davis recently relinquished her claim when references to the moniker were found in print three years before her 1937 win.

Bruce Davis, executive director of the Academy of Motion Picture Arts and Sciences, has been trying to solve the mystery. "I had three claimants," he said. "I was able to disprove two, but I find the third one rather suspicious, which is a very unsatisfying conclusion."

The preferred story is that in the early '30s, Academy librarian and eventual executive director Margaret Herrick commented to staff that the statuette resembled her Uncle Oscar - and the nickname stuck. Officially, the Academy started using the name in 1939.

Golden Touch

"The Oscar is better now than it was 25 years ago because the gold content has been increased," says Owen R. Siegel, founder and CEO of R.S. Owens & Co., manufacturer of the statuettes. "I believe the Oscar contains more gold than any other famous award." The specific dollar value, however, is a secret: "The Academy wants them to be considered priceless," says Siegel. But because of the simple design, he confides, "If there was no gold, they'd be worth less than $100 each."

Each statuette takes 10 people and about 5 1/2 hours of labor to make, close to an hour in polishing alone. "Though we could probably do it quicker, we take three to four weeks to cast 50 statuettes," says R.S. Owens spokesperson Noreen Prohaska. "It may sound silly but each one is done to perfection and handled with white gloves. After all, look at the people who will be clutching it on Oscar night."

The special care is not wasted on Bruce Davis, who first watched the manufacturing process about two years ago. "I was very impressed," Davis says. "I knew it was a complex process, but to see it done with such care was very reassuring."

Building a Legend

The Oscar stands 13-1/2 inches tall, not including the 3-inch base, and weighs a deceivingly hefty 8-1/2 pounds. The figure is hand cast in brittanium - an alloy of tin, copper and antimony that is much like pewter - in a 45-pound steel mold. The statuette is then deburred, degreased and polished to a mirror finish. "We spend about 45 minutes just polishing each one," Siegel says.

Several layers of metal plating and polishing between each application give the statuette its perfect finish. The brittanium cast first receives a light copper electroplate, then heavy copper. Nickel plating is applied to seal the pores of the metal. Then the statuette is washed in silver-plate, which adheres well to gold. Finally, after more polishing, the statuette is plated in 24-karat gold and receives a baked lacquer finish.

Of course, they're not engraved until later because the winners are top secret, even to the people who polish and primp the Oscar. R.S. Owens receives the list of winners only after the ceremony, then engraves the plates to ship back to Hollywood.

Timeless Design

The idea for the Oscar was hatched in 1927, when then-MGM President Louis B. Mayer proposed that the one-week-old Academy create a special film award. Cedric Gibbons, MGM art director, and sculptor George Stanley are credited for the design - a knight holding a crusader's sword standing atop a reel of film whose five spokes symbolize the five branches of the Academy: actors, directors, producers, technicians and writers.

Unlike many other big-name awards, the Oscar has changed very little since its birth in the late '20s. The design has remained identical except for slight variations in the base, which was originally slightly smaller and made of Belgian black marble. Even the base - now made of spun brass and plated in black nickel - hasn't changed for 53 years.

The only other variations were in materials. For the first three years, the statuettes were made of gold-plated solid bronze, which was changed to brittanium to ensure a flawless finish. Later, during World War II, the statuettes were cast in plaster when manufacturing with metal was restricted. But the plaster casts were replaced quickly after the war.

All of the plaster versions were thought to be lost until recently when one was discovered in the Academy vault. More than a half century later, it's amazing any survived. "I imagine the Academy was quite embarrassed about [the plaster versions] at the time," says Davis. "They were probably all banged against a trash can or something."

In addition to the Oscar, ARA member R.S. Owens manufactures scores of other big-name awards such as the Emmy, the MTV Music Video Award and the NFL's MVP Award. Upscale awards may be old hat to Siegel now, but he still remembers the uphill battle of the early years.

Humble Beginnings

Siegel grew up in working-class Chicago, the son of a Romanian immigrant who rented rabbit cages, coops and other supplies to county fairs. His entry into the trophy business was a result of a last-minute errand for one of his father's customers. During the 1936 Rockport County Fair, a teen-age Siegel was given $20 to pick up two $10 trophies, but when he arrived at the store it was closed, a casualty of the Depression. Not wanting to disappoint the customer, Siegel searched the phone book for another trophy store. He ended up at a manufacturer, where he was able to get the same trophies for far less money.

"Well, I only paid $12 for those two trophies and kept the rest," Siegel remembers. "It would have taken me two weeks to make that much at my job after school."

Soon, Siegel identified an untapped market for guinea pig figures (since none existed, guinea pig shows used rabbit figures). He tried to convince local manufacturers to create one by exaggerating his sales possibilities: "They asked me how many I could sell and I told them 100 (I thought that was a lot)," Siegel says. "But I knew I couldn't sell that many."

Still, no one was interested, but Siegel saw an opportunity he wasn't going to miss. He hired his own sculptor, had a mold made and had the figures cast himself. "I made $375 on that order," he says. "From then on I encouraged people to buy trophies from me."

Siegel opened his first factory in 1940, hiring workers from a competitor. His business wavered during World War II, when metal was scarce and trophy manufacturing was prohibited. But after a stint in the Army, he began to rebuild.

Siegel attributes his early success to technical innovations, such as making trophies with zinc, a much harder metal than the standard lead (he got the idea by talking to the makers of car hood ornaments). Some of his first sales were to bowling alleys, whose bowler trophies tended to break at the wrist. Siegel liked to impress potential customers by demonstrating the trophies' strength. "I'd throw them on the floor and they'd gasp," he laughs, "then they'd notice they didn't break." Siegel prides himself on insisting on high standards: "We don't push junk."

R.S. Owens gradually attained semi-prestigious accounts by the 1970s. Siegel won the Oscar account in 1983, when the previous manufacturer, which was having financial trouble, recommended him to the Academy. R.S. Owens improved the process by refitting the mold and reworking the tooling.

Semi-retired after 60 years in business, Siegel is visibly proud of his accomplishments. "We make such beautiful awards," he says. "Sometimes I look around and say, 'Gee, what a beautiful trophy.' "

Today, R.S. Owens is run by Siegel's son, Scott. In addition to the famous awards, the company serves many of America's top corporations, such as McDonalds and Microsoft, as well as thousands of everyday customers. In January, R.S. Owens hosted about a dozen media outlets interested in the making of the Oscar. While the Oscar brings priceless publicity, the company's bread and butter is the scouts and the schools that provide the volume orders. "I couldn't stay in business one day from the money we make on the Oscar," Siegel says.

Name Recognition

The Oscar is arguably the most widely recognized trophy in the world. The Academy's Davis attributes its notoriety to three things. First, its age: "[The Academy] was the first organization to begin giving awards in film, so the public has been aware of it since the early 1930s."

Second, its status in the film industry: "I think it has retained that aura because, even if people aren't absolutely sure what the Academy is, they do know that it's the people who make movies looking at all their accomplishments for the year and selecting the outstanding examples."

Third, its timeless design: "It's a gorgeous piece of sculpture with a machine-age, streamlined design that was popular in the 1920s and has managed to continue to look modern to this day," Davis says.

Its popularity has made the Academy Awards an national tradition each spring, having been interrupted only three times in its 70-year history. The first delay was in 1938 when destructive floods hit Los Angeles; the second, in 1968 out of respect for Dr. Martin Luther King, whose funeral was held on the day originally scheduled for the awards; and most recently, in 1981 after the assassination attempt on former President Ronald Reagan.

Precious Cargo

Every year the Academy orders 50 to 65 new Oscars from R.S. Owens, depending on how many are left over from the previous year and the number of potential winners. "We have to plan for the maximum to win in every category - a maximum assault," Davis says. More than 2,300 statuettes have been awarded since the first one was presented in 1928.

Leftovers will be kept in a vault until next year's ceremony and are sometimes used to replace damaged statuettes. Recipients who request replacements are required to turn in the damaged trophy. "The only way to accumulate them is to keep doing wonderful film work," Davis says.

The Academy owns many historically significant Oscars. "Often heirs of recipients will return them to us, or recipients themselves will leave instructions to return their Oscar to the Academy," Davis says. "They don't want something undignified to happen to it." The statuettes are displayed from time to time at Academy headquarters or at the nearby Herrick film library.

Of course, security is always a concern when the statuettes are transported from place to place. Fifty statuettes were shipped on March 11 from R.S. Owens' Chicago factory to Hollywood by Brinks truck and a special United Airlines charter. Fortunately, none has ever been lost in transport, but there are at least a few Oscars on the lam.

"We recently became aware that we lost one," says Davis. During the 1972 ceremony, two winners were called but only one was in attendance. One winner came up and claimed her award and the other statuette was left on the podium as they broke for commercial. Someone must have pocketed it, Davis says.

Recently it turned up on the black market. "The Academy will make every effort to get it back," he says. The Academy is able to track missing Oscars because they are numbered, starting in 1949 with the somewhat arbitrary number 501.

"[Oscars] have always been among the most valuable things that a person in this industry can acquire, but they recently have gained a secondary financial value," Davis says.

This value can be attributed in part to R.S. Owens and the team of professionals who build the trophy.

People often ask Siegel for his Oscar Night predictions. "I'm not a movie fan," he says, but he does watch the awards ceremony. "I enjoy seeing the recipients' faces when they receive the Oscar. And I watch when people pick it up - they don't expect it to be so heavy."

By Sara Geimer

Recognition Review, April, 1998

Vince Lombardi Super Bowl Trophy

2010-12-02T17:25:00.002-06:00

Recognition Review, February, 1998

Super Trophy: The NFL's highest award is a sterling success
by Kellee Van Keuren

It started in 1966 on a cocktail napkin--a humble beginning for the Vince Lombardi Super Bowl Trophy, one of the world's most prestigious sports awards. The scene was a luncheon attended by both Pete Rozelle, then-commissioner of the National Football League, and Oscar Riedner, then-vice president of design for Tiffany & Co. in New York, N.Y.

Riedner sketched it extremely quickly," says Ed Wawrynek, vice president of Tiffany & Co. and the firm's official historian. "And that sketch became an icon of modern-day sports--the symbol for what no one knew at the time would be one of today's most popular sporting events."

The first Super Bowl, called the AFL/NFL World Championship Game, was played in January following the 1966 football season. At that time, the game was a contest between the champions of the National Football League and the American Football League. Around the third championship game, the media started calling it the Super Bowl, a title coined by Lamar Hunt, owner of the Kansas City Chiefs and founder of the AFL. He thought of the name after seeing his daughter playing with a toy rubber ball called a superball.

After Super Bowl IV, the two leagues merged into one under the NFL name, with teams divided into two conferences: the National Football Conference (NFC) and the American Football Conference (AFC). The Super Bowl is now a match between the two conference champions.

Test of Time

The actual design of the Super Bowl trophy was nearly identical to Reidner's first sketch. And since the first one was made in 1966, that design hasn't changed one iota, Wawrynek says. "That's one of the secrets of the trophy's success and durability," he adds. "It's always been the same, which makes it instantly recognizable."

It was dubbed the Vince Lombardi Trophy in 1970, just before Super Bowl V. Lombardi--who died of cancer on Sept. 3, 1970, at the age of 57--was a well respected coach who had led the Green Bay Packers to victory in the first two Super Bowls.

The trophy is a perfect blend of modern and traditional, Wawrynek says. Made entirely of sterling silver, it depicts a regulation football atop what resembles an elongated kicking tee--a plinth with three tapered, concave sides. "It's a traditional football, modernized by the sculpted triangular base," Wawrynek explains.

At least 72 hours of labor are required each year to manufacture the trophy. "It's done entirely by hand," Wawrynek says. "It's hand spun, hand assembled, hand hammered into the base, hand engraved and hand chased." The work is done at Tiffany & Co.'s workshop in Parsippany, N.J.

Because the trophy uses a heavy gauge of silver that is difficult to bend and shape, the manufacturing process demands great expertise. First a spinner places onto a lathe a wooden chuck carved into the shape of half a football. A thick sheet of silver is placed on the chuck. With forming tools, it's spun until it assumes the shape of the chuck. After both halves are formed, they are soldered together to form the ball. "They are joined so perfectly that there's no evidence of a seam," Wawrynek says. Then a silversmith hand chases the seams and laces onto the ball so that it resembles an actual football.

The base is formed from sheet stock, which is hand hammered and soldered. The football is attached by a silver rod that comes up through the base and is secured by silver nuts and bolts. "It has to be sturdy enough to hold up under handling by those 'little' football players," Wawrynek says.

During the manufacturing process, the trophy must be annealed five or six times because the repeated hammering hardens the surface. The annealing loosens the bonding of the molecules in the silver, allowing it to be shaped.

After the trophy is complete, the NFL symbol and the Super Bowl number are hand engraved into a sheet stock of silver, which is applied to the base. When finished, the Lombardi stands 20-3/4 inches tall and weighs about seven pounds. And while it's officially valued at $10,000, it's a priceless symbol of hard-earned victory for the players and their fans. "The trophies are a great source of pride here," says Ann Dabeck, administrative assistant for the Green Bay Packers, who won trophies from the first two Super Bowls, as well as the 1996 championship.

Taking It Home

Green Bay is one of only 12 teams in the NFL--out of a total of 30--that has earned the title of Super Bowl champion. Of those 12, eight are multiple winners. The Dallas Cowboys and the San Francisco 49ers tie for the most wins with five apiece.

Immediately following a Super Bowl victory, the NFL Commissioner presents the winning team with the trophy. "Sometimes it is slightly damaged in the champagne celebration," Wawrynek says. "We always have an extra in case a catastrophe occurs, but so far nothing major has ever happened." The trophy is then returned to Tiffany & Co. for any repairs and the engraving of the team names and the final score onto the base. Then it goes back to the team for permanent possession.

The teams are free to display the trophies where they want, so they end up in a variety of places. Until recently, Green Bay's trophy from Super Bowl I was on display at the Pro Football Hall of Fame in Canton, Ohio. Now the Hall of Fame has a copy of the trophy, while all three of the Packer's awards are housed behind glass in the entrance of its administrative offices, next to its pro shop. The number of fans who come to see the trophies increased greatly after the team's 1996 win, Dabeck says.

The Dallas Cowboys' five Lombardis are on public display only once a year at the State Fair of Texas in Dallas. The rest of the year they are kept in the office of Jerry Jones, the team's owner. The 49ers display their five awards in the lobby of the team's administrative offices in Santa Clara, Calif. The team's marketing department occasionally takes the trophies on "field trips" such as luncheons and other promotional events.

Only one championship team doesn't have its original trophy. The Baltimore Colts (who moved to Indianapolis in 1984) had to order a copy of the Lombardi from Tiffany's after Carroll Rosenbloom--who owned the team when it won Super Bowl V--took the trophy with him when he traded the Colts for the Los Angeles Rams. Although the Colts are now in Indianapolis, the team's copy of the trophy is still on display in Baltimore.

Sweet Victory

In addition to the trophy, the individual players on the championship team receive custom-designed rings and a cash award, which currently is $48,000, says Pete Fierle, information services manager for the Pro Football Hall of Fame. Each player on the losing team receives $29,000--quite a hike from Super Bowl I in which players from the victorious Green Bay Packers each got $15,000, while the losing Kansas City Chiefs received $7,000 apiece.

But for most players, the monetary awards that accompany a Super Bowl victory are secondary to the thrill of achieving the title of world champion. And after 32 years, the Vince Lombardi Trophy still stands as a sterling testimony to that accomplishment. "It's a wonderful iconographic symbol of sports in modern times," Wawrynek says. "In every way, the trophy is a success."

Corporate Awards Instill Motivation

2010-12-01T11:12:00.001-06:00

There are many reasons for giving corporate awards to employees:

recognizing results
exemplary behavior
motivation
dedication
showing appreciation for their loyalty.

Corporate awards allow recipients to display their accomplishments and take pride in their work. Even better, an award on an employee’s desk or in his or her office makes them feel appreciated, motivated, and dedicated to doing the best job possible. Here are some suggestions for corporate awards.

Plaques—Choose either solid-wood, acrylics in striking and unusual colors, or sustainable materials like bamboo.
Sculptures or Art Glass—Many are now made using recyclable glass materials.
Gift Sets—Golf, poker, cigar, and wine accessories are packaged in cases that feature space for personalization.
Crystal—These elegant items can include cups, desk ornaments, and art crystal.
Clocks—Time pieces are a classic choice and come in many shapes, sizes, and styles.
Creative Custom Awards—Consult with your local awards professional to create unique recognition items that portray or reflect the intended recipient’s accomplishments.

Making an Effective Awards and Recognition Presentation

2010-11-28T17:47:00.000-06:00

There are many occasions for honoring others, be it for sports, academic, sales achievement, for retirement, or embarking on job or a new career. Many award presentations fail because they do not do justice to the individual being honored. Some are too short or vague, and others are too long and boring.

When you are called upon to present an award or memento, it is your opportunity and duty to honor the person or persons being recognized. Proper preparation and planning will help you acknowledge the individual adequately and graciously. The following guidelines will make your awards presentation speech more effective and memorable:

Give praise that is appropriate to the occasion, but don’t be dishonest.
Be as specific as possible in explaining why the recipient is being honored by listing his other community service accomplishments, projects completed, and career highlights.
Demonstrate the true qualities of the recipient by making comments about what makes this individual unique or noteworthy. Ask friends and acquaintances for anecdotes or talents that should be noted.
To prepare your presentation seek information from those who know him or her and share the information in a straightforward and positive manner.

Most of all, make sure everyone has fun and walks away with a smile.

Recognition Donor Wall Planning Guide

2010-11-08T17:00:00.000-06:00

The purpose of this planning guide is to provide the non-profit organization with some ideas and guidelines in the designing of their recognition donor wall. There are scant few resources available to help, so this discussion is of the questions that you should address before you get too far down the road.

Goals and Objectives:
These need to be both for the recognition program in general and the donor wall in particular. What do you need these to accomplish? A lot of times staff looks at this question with a “Isn’t it obvious?” look, but if you actually get to writing these goals and objectives down, you find that every organization looks at this differently.
• What are the objectives for this donor wall?
• What are the policies that determine what names are eligible to go on the wall?
• Are all donations acknowledged in some way, regardless of size?
• How are major donors handled, both in general and in regard to the donor wall?
• What do you do for donors besides the putting the name on the wall? Hand written letters, small gift of thanks, personalized art glass or plaque?
• Do you have naming rights? Rooms, areas, sections or buildings? How are they tied into the donor wall?
• Does the donor wall serve any other communication purpose, such as recognizing volunteers, staff, or other programs that staff may be involved in?
• How will you use this donor wall as a marketing tool to solicit other donations?
o New donors seeing the wall should be encouraged to picture their name up there.
o Existing donors should think about cumulative donations and even moving up to the next giving level.
• Do you have a separate capital campaign?

Space Issues:
• What is the space available on the wall for this display?
• Is this a main traffic area?
• Is potential congestion a concern?
• How will the display serve to get people to stop, look at it and interact with it?
• Do you have outside distractions that might impact the effectiveness of the wall, such as noise, animal areas (zoos), traffic, classrooms, weather?
• How comfortable is the viewing of the donor wall? Seating, sun, interior lighting, windows, outside distractions?
• What will need to be done to the background to prepare it for the installation of the donor wall? Painting or panels needed?
• What is behind your donor wall? Will this present any distractions?
• Lighting, electrical, IT resources available?
• Vandalism Prevention: What type of environment is this donor wall in? How will this impact materials used in construction?
• Other architectural or physical issues that should be raised in the planning discussion?

Design Elements:
• Past recognition elements, historical considerations, current themes – How to incorporate all these into the new design? The more information shared at this stage, the more consistent the donor wall is likely to be in regard to overall themes and messages within the culture of the organization.
• Are there previous installations that you are trying to match?
• Should the design be forward focused, or have a historical perspective? What is your organization known for, and how can that be incorporated into the concept? What heritage material is available to bring into the design? Do you have any historical buildings, old donor walls that have been taken down or other elements that can be incorporated into the construction?
• Who is your audience? Who are you reaching out to? What is the donor experience that you are trying to evoke? What message do you want to convey?
• What is the overall larger recognition picture that this donor wall will be a part of, what other issues should be made aware of in planning?
• Are there any future logo changes or rebranding planned for or being discussed that could impact the design of the donor wall?

Donor Wall Message:
• What is your message, and who will develop that? Does your content echo the rest of the organization in a consistent message? Is special content required that may necessitate outside approvals?
• Who is involved with developing the donor wall? Staff, donors, volunteers, committee, board members, development manager, CEO?
• Who will be providing all the text, images, video, photos, logos, graphics and other content? Do you have these available in appropriate digital format? Graphics in EPS, Name lists in Excel, Content in Word are usually best. Ask your supplier what they need. Expect typesetting to carry additional costs, the more provided digitally, the better.
• Do’s and Don’ts: Colors, materials, images, finishes – what are the issues that should be avoided or must be used?
• Donor Wall names: Approval of published list – who decides? How names are displayed – who decides? Proofing of list – who checks?
• Is all content written and in digital format? Do you have a graphics standards manual?

Hierarchy of Donor Recognition:
• Will major donors be put in a separate category on the donor wall? How many giving categories will you require? Will some categories be more prominently displayed?
• Is this a closed list or an open list? Will you have a final list of names to go on the donor wall, or is this a donor wall that will be adding names over the years? How many names should be planned for? Would you like something in place of blank names? How frequently will names be updated? As donations come in, monthly, quarterly or annually?
• Name Organization: will this be alphabetical, random, by date turned in, or by amount? Or some combination? If someone gives $5,000 every year for 5 years, is this a $5,000 designation or the cumulative designation of $25,000?
• How do you encourage donors to move up to the next giving level? If a donor does move to the next level, does that change the location and/or size of the donor’s name on the donor wall?
• If a name is to be moved, what is involved with moving the name, and who is to do that?

Multimedia Donor Recognition Walls:
• Will your multimedia donor recognition wall feature video, text, audio and photos? Will you use this to tell donor stories and share profiles? Will historical background or timelines be used? Should the display be interactive or self cycling? Should the display be incorporated into part of a larger display, or stand alone?
• Who is providing the video content? Who is providing the copy to be read? Will the CEO, Staff or Board Members be featured in a special section such as an overview or introduction or closing statement?
• Interactive Donor Recognition provides an opportunity for Donor of the Month profiles, Key Donors to tell their story, and also can incorporate the culture and history of the organization. Do you plan on adding profiles after the initial kick off? What degree of visitor interactivity would you like to see? What is the viewing distance? What size screen will be needed for the space and viewing area?
• Do you require a portable multimedia donor recognition display that can be taken to special events, in a kiosk, podium, monument or other portable display?
• Would a second multimedia display enhance other areas in the organization?
• Should the data be also available on the website for the general public to access?

Donor Wall Budget:
• While there is no firm and fast rule on how much to budget for a donor wall project, 2-4% of the funds raised is an amount that is often used. Do you have funds available right now for the project, or are these anticipated funds? If you exceed your giving target, how does that impact your plans? If you fall short, will there be changes in what you can do for the donor wall?
• Is there an old donor wall that is coming down? Are you moving the names to the new wall? Can you use this opportunity to communicate to your donors of the change in your donor wall, and how this could be a great opportunity for them to move up to the next giving level? Does your budget allow for the dismantling of the old donor wall? Who is going to do the work?
• Does your budget include Campaign Consultation, Initial Design, Fabrication and Installation? Who is doing the updates and how often? Is there a budget for annual maintenance and updates?
• The presentation of a donor wall is usually done with fanfare. What are the costs that may be associated with the unveiling of the display? Are there any costs associated with special events surrounding the unveiling? Are there any marketing costs that should be planned for?

Installation:
• During installation, are there any requirements to cordon off the area, redirect traffic or other safety concerns? How about after hours?
• Will high ceilings require special lifts for installation? What is the timeline for installation? Will any other activities have to be rescheduled or relocated during installation? What other pre-installation issues are there that should be addressed?

Donor Recognition:
• How do you thank your donors at each level of giving? Are you consistent with each office, department, facility and location within your organization? What recognition do you give to the donor that can be displayed in the home or office? Do you seek additional ideas that will allow your organization to set itself apart from others with regards to recognition and acknowledgement?
• Who is in charge of donor recognition information? Who updates the donor lists and keeps it current? Who will draft the thank you letters? Who will sign the thank you letters to donors? Who is responsible for follow-up and how is it done? Will major donors receive personal phone calls, visits, dinners, naming opportunities or other additional recognition?

Kick-off:
• How will you announce your new donor recognition wall to staff, volunteers, public and the donors? If the display is interactive, does it get updated regularly and how is that communicated? Will new staff introduction tours include the donor wall? Will visitors be shown the donor wall as part of a tour of the facility? Do you have any special events that might coincide with the unveiling of your donor wall? Is there a special date that the event should coordinate around?
• Press releases, newsletters, website, e-mail blasts, in-house promotions, internal memos, media lists, blogs and announcements to AFP are a great way to get the word out. Use them all. Make sure your public relations staff is fully informed.

For more information, contact:
RCB Donor Recognition
8000 W. Capitol Dr.
Milwaukee, WI 53222
800-929-9110
www.rcbdonorrecognition.com

Best Practices for Donor Recognition

2010-10-13T18:18:00.005-05:00

BEST PRACTICES for DONOR RECOGNITION

At Robin E. Williams Incorporated all work is based on the Best Practices for Donor Recognition.
They have identified these measures for success through 25 years of experience consulting with fundraisers. Although they number the list of Best Practices for Donor Recognition below, most organizations approach them in an order that reflects attention to immediate needs first. The items highlighted are most used in
planning a campaign.
1. Cataloged Audit of Existing Donor Recognition
Develop a searchable database of all existing donor recognition to provide:
• A historical record of benefit to those interfacing with past and current donors
• A starting place for deciding what has worked well and should be incorporated in future
donor recognition planning.
2. Inventoried Recognition Opportunities Master Plan
Create a Master Plan, based on two documents:
• Naming Opportunity Inventory - a dynamic listing of all available and reserved naming opportunities including gift amount, reservation status, location and planned recognition content
• Donor Recognition Location Plans - architectural plans with numbered locations for all donor recognition components that are used for coordination and record-keeping
3. Recognizable Graphic Identity for Philanthropy
Establish a family of design components to present the “face of philanthropy” within your organization in a consistent way, following traditional branding practices.
4. Consistent Messaging & Content Hierarchy
Direct donor recognition messages by codifying stylistic decisions regarding content, grammar,
typography, etiquette and punctuation
5. Documented Standards & Guidelines
Record product design and program decisions as precedent-setting standards for future recognition and define parameters such as size, content, materials and placement of donor recognition components per gift level and type
6. Budgeted Product Solutions
Maintain appropriate budgeting for donor recognition product solutions to expedite design and
implementation processes and for better management expectations regarding product costs
7. Programmed Re-order & Maintenance Procedures
Require concise, convenient documentation from all product suppliers to ease and
expedite the re-order process.

730 Peachtree Street NE • Suite 1080 • Atlanta • GA 30308

ph 404.872.7646 • fax 404.872.7884 • Robin E Williams Inc.

Join our online discussion at www.thethankstank.com.

Video of Interactive Donor Recognition Wall

2010-10-07T18:29:00.001-05:00

Interactive Donor Recognition Walls

2010-10-07T18:22:00.001-05:00

MILWAUKEE, WI, September 14, 2010. --- Healthcare Institutions, Universities, Zoos and Public Buildings are all well known for the displays of donor names that helped to fund the organization. But what mileage is there in a static name on a wall? At RCB Awards, interactive video displays have been added to these traditional donor recognition walls to allow each donor to tell their story.

According to Curt Denevan, of RCB Awards, donors often like to talk about why they are helping the organization and hope that others will step forward to help meet the goals that are set out. He states, “Everyone likes to tell their story, with this cutting edge donor recognition display, donors can leave a lasting message for all to see”. This also allows a hospital to use the Donor Recognition Display as a marketing tool. Bringing a potential donor to the interactive display and asking them to think about telling their story is a huge asset to the organization.

Interactive Donor Recognition Displays

While a list showing a thousand names can be daunting, an interactive display allows a visitor to touch a screen and select a donor. The system then brings up the donor’s video and the story is told in the donor’s own words. After a visitor is done selecting donor stories, the interactive system reverts to a simple display showing information about the foundation or organization.

The display can also be used to list all donors, identify categories of donors based on type of contribution (endowment, capital campaign, planned giving programs, charitable trusts, or contribution levels).

Interactive donor recognition is the future direction of large scale recognition. By allowing the viewer to see as much or as little information as they wish, the display becomes more interesting to them. No longer will viewers simply walk on by, the interactive display captivates all by telling the donor’s story.

For additional information on interactive donor recognition displays, contact Curt Denevan or visit www.rcbdonorrecognition.com. RCB Awards is an award and recognition firm based in Milwaukee, Wisconsin specializing in non-profits and corporate award programs for the last 20 years.

Curt Denevan

800-929-9110

www.rcbawards.com

That Magic Moment

2010-09-14T16:03:00.002-05:00

Recognition – It’s a Powerful Tool!

How do you get the most out of it?

Companies that have an employee recognition program in place have demonstrated that they know how powerful recognition can be as a leadership tool. It makes a statement to the employees about what is important to the business and what is valued by the leaders within the company. It is also one of the most effective ways to reinforce an organizations culture, support its objectives and retain top performers.

An effective recognition program achieves the following:

· Builds self-esteem

· Reinforces desired behaviors

· Helps create an atmosphere of appreciation and trust

· Promotes empowerment and involvement

· Creates loyalty to a company

While recognition is important, the way you choose to recognize an associate plays a key role in the overall success of your program as well.

PREPARING FOR THE MAGIC MOMENT

It’s easy to create a meaningful and memorable event for you and the individual being recognized. You can make the occasion special by following these few simple steps:

· Choose a location for the presentation

· Decide who will be present

· Prepare what you will say

Where will the Presentation take place?

Whether you are planning a formal or more casual presentation, the event is important and can be a powerful management tool toward developing increased commitment to the company’s vision and core values. You can recognize an associate at his or her work place, or, if desired, in a more formal setting such as a banquet hall. Whatever the setting, remember that this should be a special event for the associate and their peer group.

Who should be present?

Imagine training for long hours for a big race and then winning first place, only you aren’t allowed to tell anyone about your victory. Our achievements in life, no matter how small, are more meaningful to us when we share them with others. Keep this in mind when deciding who will be at the presentation. The event will have much more impact if the associate is recognized in front of his/her peers (and senior management and additional guests if a more formal presentation is planned). This generates excitement for others to also strive for the high goals of achievement and recognition.

What will the presenter say?

The most important thing to remember is that the presentation should be personal. Consider the following when preparing what you will say:

Address the associate by name
Research important information including years of service, accomplishments and contributions prior to the presentation
Share a work related short story or anecdote if appropriate. However, avoid embarrassing jokes or other comments that may make the associate uncomfortable
Communicate that it is an honor for you to have the opportunity to recognize him or her
Congratulate the associate, say “thank you” and shake his or her hand.

Remember to make the presentation upbeat, fun and to the point. Your preparation will help make the event a memorable Magic Moment for all.

For more information, see: www.rcbawards.com and www.rcbdonorrecognition.com.

Award Text Ideas

2010-09-13T11:29:00.006-05:00

Need to give an award, but just not sure where to start? Take a look at some of these award inscription ideas and see if that can help you.

For outstanding service in advancing our mission
In recognition of outstanding customer satisfaction through progressive management, dedicated employees, and high standards of operational excellence
For exceptional service in the field of ___ to clients, we proudly award this symbol of recognition
In recognition of dedicated service and invaluable contribution toward the ongoing success of ___
Achieving customer satisfaction and loyalty through teamwork and a commitment to excellence
For your outstanding contributions in the development of ___
In recognition of demonstrated expertise and commitment to providing outstanding business solutions
In recognition of outstanding sales & service performance
For significant contributions to the growth of ___
For breakthrough performance
In recognition of unsurpassed performance and creativity in helping us achieve our goals
In recognition of outstanding performance and creativity
Thank you for your extraordinary support in accelerating our global growth
In appreciation of your invaluable service and continuing contributions to our success
For exceptional performance in helping to improve productivity and profitability through superior technology and service
In appreciation of your partnership, production and service
For exceptional leadership and performance
In recognition of your exemplary service and outstanding dedication
In recognition of outstanding performance and commitment in providing business solutions for the global marketplace
In recognition of your achievement and commitment to service excellence
In recognition of your faithful service, commitment and dedication
Recognizing your superior efforts in helping our company outpace, outlast and outperform the competition
For greatest improvement in sales and image
In honor of superior performance in the area of customer satisfaction
In recognition of your significant commitment and contribution to our company
Commemorating your successful completion of ___
This professional effort has contributed measurably to our overall objectives
This award is symbolic of our deep gratitude to you for your outstanding effort and support
In tribute to the sustained level of outstanding customer satisfaction performance necessary to our most prestigious award
Recognizing the contributions of people who embody our company at its very best
This award is given to employees whose exceptional commitment and achievements stand out among their peers
Your efforts, leadership and dedication are helping us fulfill the promise of our company
A testimonial of sincere appreciation in honor of the distinguished and unselfish service given our company while serving with outstanding leadership, vision and ability
In recognition of our valued business association
In recognition of your outstanding performance and commitment to excellence
In recognition of completion of the ___ certification program
With deep appreciation for dedicated service and progressive leadership
In appreciation of you outstanding contributions for the year
In recognition of our valued business association
For outstanding contribution and loyal years of service
For outstanding performance through leadership, integrity, and service
In recognition of outstanding sales performance and your dedication to total customer satisfaction
In recognition of your outstanding performance, dedication, and creativity in the ongoing success of our company
In recognition of unsurpassed performance and creativity
In honor of your demonstrated leadership
We salute you for your outstanding achievement
In appreciation for outstanding volunteer support and enthusiastic commitment to furthering the mission and ideals of our company
In recognition of outstanding business results
In recognition of your outstanding sales performance, dedication, commitment and overall excellence
For outstanding contributions to the goals and objectives of the company, and for high standards of professionalism and leadership
In gratitude of your outstanding contributions during a career of faithful service and dedication
For outstanding performance, commitment to customer satisfaction, and demonstration of excellence
In recognition of your committed partnership and your determined effort for fostering a customer-driven culture and delivering business results as a high- performance partner
In support of your customer-centric efforts

If you need more ideas, see Award Text Ideas at www.rcbawards.com.

Awards & Recognition Thesaurus

2010-08-11T09:47:00.001-05:00

Award & Recognition Thesaurus
Sometimes we are just stumped, or we don't want to be repetitive, or we just need another way to say it. Perhaps some of these common words used in an award inscription can help you out.

ABILITY - talent, intellect, aptitude, propensity, inclination
ACCOMPLISHMENT - fulfillment, completion, achievement, realization, attainment, triumph, victory, success, consummation
ACHIEVEMENT - attainment, accomplishment, consummation, realization, triumph success
APPRECIATION - thankfulness, gratefulness, obliged, indebted, gratitude, regard, esteem, respect
ASSISTANCE - support, aid, help, to serve, collaborating with, contribution
ASSISTANT - aide, helper, acolyte, friend, associate, colleague, second in command, patron, backer, ancillary, adjutant, partner, co-worker, ally
BEAUTIFUL - lovely, attractive, comely, pretty, elegant, superb, grand, handsome, radiant, ravishing, gorgeous
BELOVED - loved, adored, worshiped, cherished, dear, favorite, precious, treasured, darling, endeared, valued
BEST - finest, high-test, first, premium, crowning, incomparable, greatest, top-notch, unequaled, choice
CAREFULLY - conscientiously, exactly, rigidly, precisely, fastidiously
CEREMONY - function, commemoration, memorial, rite, ritual, pageant, observance
CERTIFY - guarantee, attest, confirmed, endorse, assure
COMMEND - accredit, laud, acclaim, endorse, recommend, approve, acclaim
CONTINUED - sustained, perseverance, perpetual, sanctioning, enduring, on-going, unrelenting, extended
CONTRIBUTION - endowment, commitments, donation, sharing, supplying, present, bestowal, charity
COOPERATION - collaboration, participation, alliance, assistance, team-work, concurrence
Dedication - devotion, efforts, untiring efforts, commitment
DEPENDABLE - trustworthy, mainstay, anchor, confidant, patron, reliable, faithful, loyal, unfailing, true
DETERMINATION - resolution, certainty, persistence, conviction, steadfastness, perseverance, intransigence
DEVELOP - extend, expand, advance, promote, build, enrich, cultivate
DILIGENT - zealous, energetic, vigorous, undeviating, assiduous, unremitting, intense, industrious, persistent
DISTINGUISHED - illustrious, venerable, renowned, honored, celebrated, esteemed, remarkable, outstanding, great, extraordinary
EDUCATION - edification, enrichment, teaching, instruction, enlightenment, tutelage, knowledge
EFFORT - endeavor, labor, work, undertaking, venture, task commitment, exertion
EMPHASIS - underline, dramatize, pronounce, accentuate, underscore, punctuate
ENDURING - lasting, permanent, surviving, continual, unchanging, uninterrupted, tenacious, perennial, tolerating
ESTABLISH - institute, found, formulate, construct, organize, inaugurate, start, bring about
EXCELLENT - magnificent, supreme, peerless, foremost, exemplary, desirable, paramount, superior, superlative, exceptional, tremendous, wonderful
FRIENDSHIP - association, brotherhood, companionship, confidant
GIVE - grant, bestow, confer, impart, present, award, convey, contribute to, lavish upon
GUIDANCE - direction, leadership, supervision, management, oversight, suggestion, counsel
HAPPY - joyous, merry, convivial, congenial, mirthful, charmed, spirited
INSTILL - infuse, impress, inspire
INVOLVEMENT - link, connection, participation, affiliation, commitment
JUDGMENT - knowledge, discrimination, understanding, perception, acuteness, keenness, intuition
KINDNESS - good intentions, consideration, helpfulness, indulgence, courtesy, thoughtfulness, altruism, graciousness
LEADERSHIP - administration, authority, foresight, command, supremacy
NOBLE - honorable, heroic, brilliant, excellent, princely, magnanimous, courtly, dignified, splendid, exalted, distinguished
OUTSTANDING - notable, distinguished, highly regarded, impressive, worthy, considerable, enthusiastic
PATIENCE - forbearance, fortitude, composure, endurance
PRAISE - applaud, cheer, acclaim, endorse, eulogize, admire
PRESENTED - awarded, bestowed, conferred, given, endowed, delivered
PROFIT - benefit, thrive, prosper, gain
PROMOTE - advance, forward, encourage, expand, nourish, improve, bolster
RECOGNITION - in acknowledgment of, remembrance, acknowledgment, commendation
RESPECT - esteem, honor, regard, admiration
RETIREMENT - withdrawal, resignation, departure
SERVICE - assistance, cooperation, performance of duty, help, servitude
SINCERELY - truthfully, honestly, earnestly, genuinely, profoundly
SPECIAL - exceptional, distinctive, unusual, unique, exclusive, extraordinary
SUPPORT - upkeep, responsibility for, provide, promote, sustain, further, maintain, patronize, subsidize
THANKS - appreciation, gratefulness, acknowledgment, gratitude

I'm sure there are a bunch of others out there. Any other ideas we could add to the list?

Interactive Donor Recognition

2010-08-10T19:11:00.005-05:00

Walking into a hospital, one would see the donor recognition wall, perhaps the old school style with a tree and brass plates, or perhaps one of the newer more contemporary styles with corian name bars and an elaborate colorful design. But all of these traditional displays were static, you walked by and nothing really called out to you.

Now there is a whole new generation of donor recognition walls brought to you by donor award experts like RCB that takes advantage of technology to not only tell the donor's story, but also to draw attention to the display and get more visitors to really lilsten to the message. Imagine walking up to a display and touching a button next to a name and having the donor tell you in his own words and image why the hospital was important in his life, why he made a major contribution, and why he is asking for others to step forward. Clearly, this is no longer just a wall, but now it is a major marketing piece, one that works all day and all night for you. RCB Awards can even take it a step further, and use touch screen displays that allow a viewer to touch a name on the screen and have it zoom out into a video of the person telling his story. While idle, the same screen can show a looping message from the Foundation about what it does. The ideas are endless. Pretty neat stuff. For donor wall ideas and trends, see:
www.rcbdonorrecognition.com.

Donor Recognition in the Community: Waukesha Civic Theater

2010-08-10T18:47:00.001-05:00

I recently had lunch with Beverly Peterson, Director of Development at the Waukesha Civic Theatre (WCT). At first glance, the old converted movie theater, located downtown in the heart of Waukesha, looks like a sleepy laid back little community venue. But after taking a closer look, this clearly is a very professionally run organization. When you walk in the front door the first thing you see is the main wall of the lobby that displays a huge mask, the logo of the organization, and the title Bryce and Anne Styza Donor Wall. Clearly, the organization values donor recognition as it lists all the names of contributors from two capital campaigns. The first capital campaign in 1999 renovated the building by converting it from an old movie theater to a state-of-the-art community theatre facility that is handicap accessible not only to patrons, but to performers as well. The Waukesha Civic Theatre maintained the integrity of the 1920’s movie theatre décor and incorporated it into their renovations. An additional campaign in 2006 allowed for further renovations to the north end of the building creating more rehearsal space and theatre arts education class space. There is an additional donor recognition wall in the back of the theatre building for those entering from Riverfront Plaza. In wandering around the building, one sees very quickly that naming rights are a prized commodity. Anything thing from dressing rooms, to rehearsal rooms, to even stairs are named for donors who contributed to the capital campaign. The building is named after Margaret Brate Bryant, and the mainstage is named after her daughter, Andrea Bryant Jones. These naming rights were due to contributions by family members, Tony and Andrea Bryant, as well as John Bryant during the first campaign. There are currently a few spaces available for naming rights. The Waukesha Civic Theatre annual operating budget depends on 60% being raised through season subscriptions and 40% through fundraising opportunities. This gives everyone in the community a chance to contribute, and be recognized through show playbills, WCT website and print media advertisement. . Additionally, planned giving programs provide valuable tax benefits to the donor as well as much needed income for the future of WCT. Bequests may be made through a will or other options which include charitable trusts and beneficiary designation attached to a tax-deferred retirement asset. Corporate Sponsors aren't left out either. A business or individual has multiple opportunities to partner with the theatre by sponsoring shows and events from small amounts to very substantial amounts. All of these donations come with a recognition component and it’s pretty comprehensive. The theatre is still left with a wish list from anything like audio systems, to light board, to curtains in dressing room, and everything in between. This little theatre is no little theater, but a great example of how to do recognition right, and how to realize a huge percentage of their operating budget as a result. For more information on how you can help the Waukesha Civic Theatre, please contact Beverly Peterson, Director of Development at bpeterson@waukeshacivictheatre.org or checkout their website at www.waukeshacivictheatre.org.

George Carlin: 7 Dirty Words

2010-07-29T17:18:00.001-05:00

Jim Stingl | In My Opinion

Carlin’s words immortalized, sort of

Posted: Aug. 15, 2008

I’ve always liked that Tom Petty lyric: “Think of me what you will, I’ve got a little space to fill.” Today, for instance.
• Curt Denevan and his company, RCB Awards, ran with my idea in a recent column to mark the spot at Summerfest where comedian George Carlin was arrested. I contend it’s the most famous event in the fest’s history.
The folks at RCB, 8000 W. Capitol Drive, designed some nice artwork for a plaque, framed it up and delivered it to Summerfest. They’re not asking for any payment. The firm manufactures corporate awards.
Included in the design is a photo of Carlin being led away by Milwaukee police after he delivered his bit about the seven words you can’t say on television. The photo was snapped by Mark Goff, then a freelance photographer who happened to be at the show on July 21, 1972.
If Summerfest bites, the plaque would be placed in the northeast corner of the grounds, where the main stage was at that time.
I got a mixture of feedback to the idea from readers. My fear is that Summerfest will wilt under the criticism from those who think marking the spot glorifies Carlin, who died in June. It wouldn't, not any more than a plaque at the spot of a presidential assassination attempt glorifies the gunman.

No Cost Safety Award Program

2010-04-12T10:02:00.001-05:00

In challenging economic times, companies are forced to look for ways to manage costs better, and insurance costs are a big part of that. If you are a manufacturing firm and don't have a documented safety recognition program in place, you should talk with your insurance company and see what impact a safety program can have on your rates.
Most of the companies with safety recognition programs do so at no additional cost to the company. That is to say, the cost of the program is more than covered by the insurance rate savings. Obviously this will vary from company to company, but it is worth looking into.
For more information on safety recognition, look at Safe Worker Program Overview.

Social Media & Employee Recognition

2010-04-12T09:42:00.005-05:00

Social Media: How to make it work? Use your company site for employee recognition. Staff do an outstanding job? Talk it up on Facebook, LinkedIn or other sites. It doesn't cost you anything, it goes a lot farther than a certificate or post-it, and it tells more people how much you appreciate a job well done.

Everybody is looking for ways to use Social Media in the corporate world, and this is an easy example.

Taxes and Incentives: What's the Law?

2010-04-06T11:57:00.001-05:00

Taxes and Incentives

Section 274(j) of the Internal Revenue Code, enacted by the Tax Reform Act of 1986, provides, in general, that an employer may deduct the cost of employee achievement awards given to the same employee up to $400.00 in any year.

If the incentive awards are employee achievement awards made under one or established written plans or programs of the employer, the $400 deduction limitation is increased to $1,600.00 per employee.

Under Code section 74(c), however, the same awards are not included in the income of the employee. In addition to being excluded from the employee's taxable income, the employee achievement awards are also excludable for employment tax purposes as well as from the social security benefit base. The employer must report on the employee's form W-2 as wages or compensation any portion of the employee achievement awards that is included in the employee's income. This amount is also treated accordingly for all other tax purposes (including social security tax).

In order to qualify for this favorable tax treatment, an incentive award must be an "employee achievement award," that is, it must be an item of "tangible personal property" transferred by an employer to an employee for safety achievement or length of service. Moreover, the award must be given as part of a meaningful presentation and cannot be the payment of disguised compensation to the employee. Thus, for example, an incentive award will not qualify for favorable tax treatment if it is given at the same time that annual salary adjustments are made, or if it's used as a substitute for a program of awarding cash bonuses. Code section 274(j)(3)(A).

There is very little guidance issued by the Internal Revenue Service ("IRS") on employee achievement (incentive) awards. In the absence of such authority, taxpayers have had to rely on the General Explanation of the Tax Reform Act of 1986, Joint Committee on Taxation (JCS-10-87), commonly referred to as the "Blue Book," and regulations proposed by the IRS on January 9, 1989. These regulations, Prop. Treas. Reg. Section 1.274-8 have not been finalized and are not binding on taxpayers; however, they do provide some insight as to the thinking of the IRS in this area.

The old regulations in effect before the enactment of Code section 274(j), Treas. Reg. Section 1.274-2(d)(1), defined an achievement award as an item of "tangible personal property" given to an employee for length of service, productivity, or safety achievement. New Code section 274(j) does not include awards for productivity in the definition of employee achievement awards. Thus, apparently, an incentive award can be given to employees for safety achievement or length of service only. According to the Blue Book, an award given to an employee for any other purpose, such as exceptional productivity, cannot be excluded from his income. Blue Book at 35, n.14. In view of the change in the law, employers have emphasized incentive awards rewarding length of service and safety achievement and have avoided productivity awards.

The requirement that an employee achievement award must be an item of "tangible personal property" has caused some confusion, because Code section 274(j) does not define the meaning of that term. The proposed regulations do provide some insight into the meaning of "tangible personal property" by defining it to exclude certain items. Accordingly, an incentive award cannot be in the form of cash or a gift certificate (other than a non-negotiable certificate conferring only the right to receive tangible personal property). Any certificate that may be converted to cash is not "tangible personal property" and cannot qualify for preferential tax treatment under Code section 274(j). Other items that are not tangible personal property include travel, vacations, meals, lodging, tickets to theater or sporting events, and stocks, bonds, or other securities. Prop. Treas. Reg. Section 1.274-8(c)(2). As a result, the fair market value of incentive travel awards given to employees is always taxable as additional income to them and deductible by the employer as compensation paid. Many employers, therefore, reimburse employees for the additional tax due as a result of the incentive travel award.

A length of service award can be excluded from an employee's income if it is received by the employee after his first five years of service with the employer making the award, and then only if the employee has not received another length of service award from the employer for at least five years (excluding an award that is not taxable because it is de minimis fringe benefit). Code section 274(j)(4)(B). An award for safety achievement can be excluded from an employee's income only if that employee is a full-time employee (other than a manager, administrator, clerical worker, or other professional employee), and then only if during the taxable year all other employee awards for safety achievement have previously been made to 10% or less of the eligible full-time employee awards for safety employer (excluding awards that are not taxable because they are de minimis fringe benefits). Code section 274(j)(4)(C). Once the 10% limitation is exceeded in any given year, any subsequent awards are not deductible under Code section 274(j).

In general, the employer's maximum deduction for all safety and length of service awards provided to the same employee during the taxable year cannot exceed $400.00, except if the award is made under an established written plan or program. In that case, the maximum deduction is increased to $1,600.00 for the cost of all such awards made to the same employee during the taxable year, whether for length of service or safety achievement. Code section 274(j)(2). The separate $400.00 and $1,600.00 limitations cannot be added together so as to provide a deduction in any year exceeding $1,600 for any one employee. Code section 274(j)(2)(B).

While the maximum deduction is $1,600.00 for any employee if the safety or length of service award is granted under established written plans or programs, the average cost per recipient of all employee achievement awards given pursuant to all of the employer's established written plans during any given year cannot exceed $400.00. Code section 274(j)(3)(B)(ii). For example, let's assume ten employees get awards under one or more established written plans. If one employee receives an award that costs $1,600, five employees each get an award that costs $200.00, and four employees get an award that costs $350.00, all of the employee achievement awards in the aggregate amount of $4,000.00 are deductible. No portion of any of the awards is included in any of the ten employees' income, because the average cost of the awards per recipient is $400.00.

If an award is one of "nominal value," its cost is excluded from the calculation and is the total amount of incentive awards given under established written plans or programs in any year. It is unclear what constitutes nominal value for these purposes. Prop. Treas. Reg. Section 274-8(c)(5)(ii) provides that $50.00 is nominal value, but some aggressive employers take the position that an award of up to $100.00 should be treated as one of nominal value. The IRS has not resolved this matter. Thus, until the IRS adopts final regulations, it should be possible to treat employee achievement awards with a value of no more than $100.00, which are given under established written plans or programs, as having nominal value and to exclude them from the total of award costs under such plans or programs in computing average cost per recipient.

The amount of the award that the employee can exclude from his or her income depends on the employer's adherence to the deduction limitations of Code section 274(j). In other words, if the employer can deduct the full cost of the award, the employee can exclude the full cost of the award for his or her gross income. For example, let's assume an employer awards an employee a crystal bowl as a length of service award (but not under an established written plan or program) and complies with the other relevant criteria for incentive awards. The bowl costs the employer $400.00 and has a retail value of $500.00. Because the bowl did not cost the employer more than $400.00, its full retail value of $500.00 is excludable from the employee's gross income. Blue Book, at 36.

If the employer exceeds the cost limitations for the award and loses a portion of the deduction, the employee's exclusion from income is only preserved in part. In this case, the employee must include in his gross income the greater of (1) an amount equal to the portion of the cost to the employer of the award that was not allowable as a deduction to the employer (not in excess of the fair market value of the award) or (2) the amount by which the fair market value of the award exceeds the maximum dollar amount allowable as a deduction to the employer. Code section 72(c)(2). The remaining portion of the fair market value of the award is not included in the employer's gross income. Blue Book, at 36. For example, let's assume that the crystal bowl described in the last example cost the employer $500.00, rather than $400.0, and its fair market value is $475.00. In this case, the employer's deduction is limited to $40.00 and the amount includible by the employee in his income is $100.00, the greater of (1) the difference between the items fair market value exceeds the deduction limitation ($100.00) or (2) the amount by which the item's fair market value exceeds the deduction limitation ($75.00). If the fair market value had been $600.00, the amount includible in the employee's income would have been $200.00. Blue Book, at 37.

The fact that IRS has not issued any guidance and has not finalized the proposed regulations under Code section 274(j) leaves several unanswered questions regarding employee incentive awards. My conversations with the IRS and Treasury indicate that they consider final regulations in this area to be a low priority item in the current legislative climate. One unfortunate aspect of this lack of action is that travel awards must be treated as nonqualified, taxable cash awards. (This is consistent with the proposed regulations that are still in effect.)

On the other hand, the inaction of the IRS creates tax planning opportunities (as well as risks) for imaginative companies. Since the IRS remains hostile toward the use of employee achievement awards, however, its inaction probably benefits the incentive industry .

by George Delta, Esq., Advisor to IMA

[This information is not presented as advice. Please consult your organization's tax consultant or the IRS for the final word.]

Rewards Get Results

2010-04-06T11:50:00.004-05:00

here are two things that people want more than sex and money: recognition and praise. The observation is attributed to Mary Kay Ash, founder of Mary Kay Cosmetics. But it could have been made by scores of HR professionals who are astute students of human nature.

Click on the title to link to Workforce Magazine for the complete story...

Rewards Get Results

Vince Lombardi Trophy: Dallas Cowboy style

2010-03-27T06:50:00.001-06:00

Do you dream of winning the Vince Lombardi Trophy and Pizza? Jerry Jones.

Troubled Economy is No Excuse

2010-03-02T17:42:00.002-06:00

President, Tailored Label Products Inc.

Industry: Printer of custom labels and related products.

Tailored Label Products Inc., a Menomonee Falls-based printer of custom labels and other products, has won numerous awards for its workplace recognition programs. The company believes the programs build morale, enhance employee buy-in and ultimately play a role in its success. Mike Erwin, president of the company, says companies need to continue with their recognition programs, even during a down economy and lower sales environment.

“Can you remember the first gold star you received in grade school or the blue ribbon you earned for a science fair project? Can you remember your first winning baseball season where everyone on the team received a trophy and a trip to the Dairy Queen?

“Working in an enthusiastic and recognition-based environment sets the engagement bar even higher for business leaders in a tough economy, when finding ways to recognize outstanding performance and achievement is not as easy. Some of my business friends suspended their companies’ reward tool box as a cost-cutting measure during this recession. One said he did not want to take a bunch of flack about providing gift cards for hitting goals after a wage freeze. Another said employee feedback had already prevented her from implementing a new program that was developed prior to the recession.

“Using the troubled economy as an excuse to suspend recognition is the easy way out and may have a bigger impact on causing what I call ‘value decay.’ We set expectations to drive a culture of results and integrate rewards alongside those same expectations. “Recognition needs to be an essential part of: keeping momentum in place; remaining focused on the goals of the business; and staying true to the values and expectations of our customers, suppliers and employees. Rewards need to take on a life of their own. Now is the time to turn up the creative juices to identify clever rewards that offer a meaningful payoff. You think they will come back to work wired for more? You bet!”

Originally published in the BizTimes Milwaukee, February 19, 2010.

2010-03-02T17:17:00.001-06:00

True story from last week. Grandma was very impressed with the 9 year old's improvement in his school work, which had been a sore spot. She was so pleased she offered to take the boy out and do something fun. She suggested it to him and asked what he would like to do or what he wanted. A movie, out to McDonalds, dinner with friends, anything. He said, he wanted a trophy. When she asked, Why, he replied, because it means Honor.

We love it!

2010-03-01T18:48:00.001-06:00

RCB Awards attended the Awards and Recognition Association International Awards Market held all last week. "We will be bringing exciting new products and services to our community", said Cindi Denevan, owner. Also attending was the company operations manager. Much time was spent in continuing eduction seminars learning innovative techniques that create sizzling awards from the industry leaders. RCB features a large variety of awards for every occasion, as well as on-site engraving and glass etching. The business was founded 20 years ago and is known for its wide selection of merchandise and hassle-free shopping experience. A new website was recently launched which features over 4,000 new products. The blog offers information on creating recognition programs as well as famous awards in history.

Super Bowl Rings

2010-01-28T13:16:00.002-06:00

The Super Bowl ring is an award in the National Football League given to the members of the winning team of the league's annual championship game, the Super Bowl.

These rings are typically made of yellow or white gold with diamonds. They usually include the team name, team logo, and Super Bowl number (usually indicated in Roman numerals). The NFL pays for the cost of 150 rings to the winning team, at roughly $5,000 apiece, depending upon the fluctuating cost of gold and diamonds. The winning team can typically present rings to whomever they choose, including usually, but not limited to: players (active roster or injured), coaches, trainers, executives, personnel, and general staff. Some teams have also been known to give rings to former players, despite not having been on the winning roster.^[1] Teams can distribute any number of rings, but must pay for any over the 150-ring limit.

Many rings feature diamonds in the shape of the Vince Lombardi Trophy or a football. Some feature diamonds or gold in the shape of a team logo. Others illustrate the number of Super Bowls that franchise has won. Also, the rings are customized with the player's name and uniform number.

Replicas of the rings for various years are popular collectibles, along with genuine rings. Dave Meggett is known to have placed his ring for sale on eBay. Two Super Bowl rings from the 1970 Steelers sold on eBay for over $32,000 apiece in mid-2008.^[2] Patriots safety Je'Rod Cherry raffled his ring from Super Bowl XXXVIin November 2008 to benefit several charities working to help children in Africa and Asia.^[3]

[edit]Most Super Bowl rings

Seven: One individual
- Neal Dahlen^[4]: five with San Francisco (Staff and Player Personnel) and two with Denver (General Manager)

Six:
Dan Rooney and Art Rooney, Jr.: each as an executive with Pittsburgh
- Chuck Noll: four as head coach and two as a team consultant with Pittsburgh
- Bill Nunn: each as a scout with Pittsburgh^[5]
- "Mean Joe" Greene: four as a defensive tackle, two as a special assistant for player personnel, all with the Pittsburgh Steelers^[6]
- Conditioning coach Mike Woicik: three with Dallas and three with New England
Five: at least seven individuals
Dick Hoak: each as a running backs coach with Pittsburgh
- Charles Haley: two with San Francisco and three with Dallas (all 5 as a player—the most rings won as a player)
- Bill Belichick: two as defensive coordinator of the Giants and three as head coach of New England
- Romeo Crennel: two as a defensive coach with Giants and three as a defensive coach with New England
- George Seifert: three as an assistant coach and two as a head coach all with San Francisco 49ers
- Pepper Johnson: two as a linebacker for the Giants and three as an assistant coach with New England
- Monsignor Peter Armstrong: five as chaplain for San Francisco
Four: at least 32 players, many coaches and staff
The first player to win four Super Bowl rings was tight-end Marv Fleming, who got a pair with the Green Bay Packers in 1966 and 1967, and another pair with the Miami Dolphins in the early 1970s.
- Twenty-two players earned four rings with the Steelers in the 1970s: Terry Bradshaw, Franco Harris, Lynn Swann, John Stallworth, Mel Blount, Jack Lambert, Jack Ham, Mike Webster, Donnie Shell, L. C. Greenwood, Rocky Bleier, Gerry Mullins, Larry Brown, Mike Wagner, J.T. Thomas, Loren Toews, Jon Kolb, Sam Davis, Steve Furness, Dwight White, Randy Grossman and the previously mentioned Joe Greene (who later added two more rings). At least five coaches were with the team all four years: George Perles, Louis Riecke,Woody Widenhofer and (as noted above) Chuck Noll and Dick Hoak. The list of Steelers front office staff receiving four rings during that era includes Director of Player Personnel Dick Haley.
- Joe Montana, Keena Turner, Jesse Sapolu, Eric Wright, Mike Wilson, and Ronnie Lott each won four Super Bowl rings with the 49ers.
- Kicker Adam Vinatieri won three with the Patriots and one with the Colts
- Ted Hendricks won three with the Raiders and one with the Colts
- Bill Romanowski won two with the 49ers and two with the Denver Broncos
- Coach Charlie Weis won one with the Giants and three with the Patriots
- Matt Millen has the most rings from different teams, two with Oakland, one with San Francisco, and one with Washington
Three: many players, coaches and staff
Among the many figures with three are Bill Walsh, Eric Mangini, Mike Shanahan, Art Shell, Troy Aikman, Emmitt Smith, Steve Young,Michael Irvin, Tom Brady, Troy Brown, Mike Vrabel, Tedy Bruschi, Kevin Faulk, Joe Gibbs, Dave Dalby, Dan Klecko, Jerry Rice andShannon Sharpe
- Ken Norton Jr. is the only player to have been on three Super Bowl-winning teams in a row (1993–1995).

References

^ Heard in the press box (in Pittsburgh)
^ "Steelers Super Bowl Rings Sold In Online Auction". WTAE-TV. July 21, 2008. Retrieved 2009-02-27.
^ "Je'Rod Cherry Super Bowl XXXVI Ring Raffle". Celebrities for Charities. Retrieved 2009-02-27.
^ Neal Dahlen
^ "Long-time scout Bill Nunn is a man who made a difference". Pittsburgh Steelers. February 27, 2007. Retrieved 2009-02-27.
^ http://news.steelers.com/article/103483/

External links

Super Bowl Ring Information from Wikipedia.

The Presentation of the Award: That Magic Moment!

2010-01-15T16:56:00.001-06:00

Recognition – It’s a Powerful Tool!

Companies that have an employee recognition program in place have demonstrated that they know how powerful recognition can be as a leadership tool. It makes a statement to the employees about what is important to the business and what is valued by the leaders within the company. It is also one of the most effective ways to reinforce an organizations culture, support its objectives and retain top performers.

An effective recognition program achieves the following:

• Builds self-esteem

• Reinforces desired behaviors

• Helps create an atmosphere of appreciation and trust

• Promotes empowerment and involvement

• Creates loyalty to a company

While recognition is important, the way you choose to recognize an associate plays a key role in the overall success of your program as well.

PREPARING FOR THE MAGIC MOMENT

It’s easy to create a meaningful and memorable event for you and the individual being recognized. You can make the occasion special by following these few simple steps:

• Choose a location for the presentation

• Decide who will be present

• Prepare what you will say

Where will the Presentation take place?

Whether you are planning a formal or more casual presentation, the event is important and can be a powerful management tool toward developing increased commitment to the company’s vision and core values. You can recognize an associate at his or her work place, or, if desired, in a more formal setting such as a banquet hall. Whatever the setting, remember that this should be a special event for the associate and their peer group.

Who should be present?

Imagine training for long hours for a big race and then winning first place, only you aren’t allowed to tell anyone about your victory. Our achievements in life, no matter how small, are more meaningful to us when we share them with others. Keep this in mind when deciding who will be at the presentation. The event will have much more impact if the associate is recognized in front of his/her peers (and senior management and additional guests if a more formal presentation is planned). This generates excitement for others to also strive for the high goals of achievement and recognition.

What will the presenter say?

The most important thing to remember is that the presentation should be personal. Consider the following when preparing what you will say:

• Address the associate by name

• Research important information including years of service, accomplishments and contributions prior to the presentation

• Share a work related short story or anecdote if appropriate. However, avoid embarrassing jokes or other comments that may make the associate uncomfortable

• Communicate that it is an honor for you to have the opportunity to recognize him or her

• Congratulate the associate, say “thank you” and shake his or her hand.

Remember to make the presentation upbeat, fun and to the point. Your preparation will help make the event a memorable Magic Moment for all.

Bosses, show a little appreciation

2010-01-12T18:20:00.003-06:00

By KAREN MRACEK • GANNETT NEWS SERVICE • February 11, 2008

For the employers who think a glass of eggnog and the uncomfortable small talk of the office party are enough to keep employees motivated all year long: Think again.

Now that the holidays are over and employees are back to their four felt-covered cube walls, they need more encouragement than ever.

"The key to successfully showing appreciation to employees — no matter how you do it — is that it is sincere, and not just done once a year," said Karen Rieck, human resources manager for the Iowa Bankers Association.

Showing appreciation is a good way to beat the winter "it's-so-cold-I-can't-feel-the-keyboard" blues. It's also a good way to help squash the coup that will arise when employees realize how much their 401(k)s tanked last week.

"Appreciation should be shown throughout the year - every day in the interactions between management, supervisors, co-workers, etc.," Rieck said.

Appreciation also shouldn't be reserved for the biggest projects. Thank employees for doing their job every day, for showing up before noon, and even for not screwing up a project. After all, younger workers are said to need more affirmation for everything — isn't that right?

The reason to show appreciation: It could mean the difference in the competitive war for talent.

"With the availability of talent shrinking, and the differences in what people really want — based on culture, generation, status, etc., it is important for organizations to look at what their overall goal is when thinking of employee recognition," said Paula Hender, spokeswoman for Central Iowa chapter of the Society for Human Resources Management.

Managers seem to be doing a pretty good job, if you trust the latest Adecco survey. A majority of employees surveyed, 56 percent, said they feel appreciated or very appreciated.

That survey also shows that it is important to demonstrate appreciation for individual successes and not just for group accomplishments.

"Many today feel that it is becoming more important to recognize at the individual level versus a one-stop shop for all," Hender said. "This mind-set may lead more organizations to move away from the big holiday party gathering and move to more individualized items or events."

There are many ways to show appreciation, said Kristina Johnson, workplace consultant for Employee & Family Resources in Des Moines, Iowa. "The most effective way to show appreciation is with the recipient in mind," she said.

Need some help thinking of ways to show your undying appreciation for your employees?

Workbytes can help, along with the experts from the Central Iowa Society for Human Resource Management, or SHRM, chapter, who know way more than we do:

Say thank you. These two little words are more important than "annual bonus." Not really, but with this economy, who has the money for bonuses? The words are free, easy and can turn someone's day around. "Some people find a verbal 'good job' more meaningful than tokens such as a gift card," Johnson said. "The best way is to ask employees what type of appreciation do they most value?"

Send written notes, or (etiquette experts, look away) even an e-mail thank you. It's a nice surprise when someone actually takes the time to write down their thanks. An added bonus: People are so glad to get them, no one counts grammar and punctuation in thank you notes. Plus, it is something they can keep, or throw darts at when they have a bad day.

Take someone to lunch. If your office is anything like The Des Moines Register's newsroom, free food is always a big hit. Do lunch without an agenda or any performance issues to talk about. It will really throw employees off. They let down their guard, and when they are done looking for hidden meanings, innuendos and land mines, they will feel like you care about them and their employment with your company.

Trips around an exotic beach resort for the whole staff. Or at least treat them to a pina colada at the beach-themed bar down the street. Really, though, find something that employees can do together to celebrate a team effort.

Carrie Theisen, a member of the local SHRM chapter, encourages managers to "get a committee together to determine how their specific group would like to celebrate."

Give merchandise, gift cards, a certificate of attendance — something tangible that can be an outward sign of appreciation. So what if they dump the "Go Team Go" T-shirt as soon as they get home. Even some of the most cynical employees like to be recognized publicly. It gives them bragging rights with their co-workers, something to tell their spouse at the end of the day, and a goal to shoot for — the hooded "I love my boss" sweatshirt.

It's important to find out which method would mean the most to your employees and just do it. "There are other ways to show appreciation to your team, but that will be different with each team," Theisen said. "Individuals have different ways they want to be recognized, and a holiday party may not be on their top 10 list."

How is that made? Custom Awards: FORD

2010-01-12T17:34:00.002-06:00

Have you ever wondered how a custom award was made? We make lots of awards in our facility, but cast awards are made in a foundry. I know there is a perception that all awards come from the far east, out of some sweat shop as if by magic, but the reality is far from it. The best quality awards are made right here in the USA, by hand, and the process is complicated and elaborate. Check out the video from Ford of their top mechanics award: Ford Video, . The Bruce Fox Company is a factory making custom awards that is a partner of RCB Awards and has been for over 15 years. The process they describe in the video is a common one for cast awards made from a mold. The video walks through the whole process. Check it out. We use the foundry at Bruce Fox any time we have a cast award, as their mold makers are the best in the industry.

What Gets Recognized Gets Done: Sears

2010-01-12T17:31:00.002-06:00

In the 1990's at Sears Roebuck, there was a position called Recognition Manager. The man that held the position was responsible for implementing all the recognition programs at Sears. These included on-the-spot recognition of associates, length of service recognition, marketing recognition programs, sales achievement programs and quality supplier programs. This, besides all the departmental programs and existing programs, had to be blended into a cohesive plan to meet certain goals and objectives.

The first task when he was hired was to take an inventory of all the programs that Sears had. At the Hoffman Estates headquarters location alone, there were over 5,000 associates, with tons of embedded programs that had to be identified. Once done, the budget that was being spent across the company could be determined. This turned out to be a staggering number, since so many of these programs were department based out of what amounted to 'discretionary funds'.

His next task was to identify which programs had a positive ROI, and which programs were positive for team building and morale. It was not an across the board decision as to which would be kept and which would be discarded. The idea was to consolidate the entire package into a series of programs that could be measured by management and show a positive return. It was a huge undertaking and a number of toes were stepped on in the process, as some pet programs had to be eliminated. The good ones were kept around though, and new ones implemented.

One challenge, was to address the symbolic recognition that the Sears Tower service award pin represented. While the pin had great tradition, the tower had just been sold, it was unclear what the status of the name 'Sears Tower' was going to be, and the idea of annually presenting 35,000 lapel pins with the Sears Tower on them just wasn't going to work. The new design focused on the Three Compelling triangles, which was a reference to the company mission statement (adding value to Shareholders, Customers and Associates). It is always hard to break away from longstanding traditions, and many recognition programs at Sears were affected. Additionally, the company wanted to add something tangible to the symbolic recognition, and a gift program added to the service award pin was the result.

The real challenge for the recognition manager at Sears, was to keep people engaged in the process. He needed them to buy into the bigger picture of what Sears was trying to do. This was difficult, as many department managers had very good programs that they had implemented at the local level, and they were not eager to let go of them. On the global scale, some of the programs like the quality supplier recognition called Partners In Progress, were hugely successful. They recognized the top 2% of the suppliers to the Sears product line. To receive one of these awards as a supplier was a huge accomplishment. The very top 12-20 suppliers received the coveted Baccarat Crystal Tower on a custom base. The rest of the quality suppliers received a top of the line plaque with the Three Compelling triangles pressed into a metal medallion made from a mold. The program was very prestigious and received with much fanfare.

Sears evolved. Management changed. People created different focus. The roots of many of the success stories at Sears are founded in the roots of the recognition organization, and the sign on the recognition manager's desk: What Gets Recognized, Gets Done.

The Role of Longevity Award Programs in a Comprehensive Recognition Strategy

2010-01-11T13:19:00.003-06:00

by Steven Geiger, Ph.D., and Doug Kitrell

Longevity awards are still a powerful employee recognition tool, in spite of the culture of uncertainty resulting from such radical change efforts as downsizing and reengineering. Nearly 90 percent of the companies responding to a recent survey said they still offer longevity awards. Only six percent of the respondents have cut or reduced such programs since 1990.

With employee tenure on a downward trend, however, HR professionals are questioning the benefits of longevity awards. As a result, a new recognition model is emerging that focuses less on the awards themselves than on how to make such awards more meaningful to the recipients. In the new model, longevity programs comprise one component of a comprehensive recognition strategy that more effectively addresses the needs of changing organizations.

The purpose of this paper is to examine how companies can measurably increase employees' satisfaction with longevity award programs by integrating these programs with other employee recognition efforts.

Why Longevity Awards Are Still Important
In light of the changing employer-employee contract, employees are encouraged to leverage every activity to add value, to work more productively and flexibly, and to learn continually. (2) Workers are advised not to expect career-long employment, but instead to consider themselves entrepreneurs regardless of who pays them. In fact, the average tenure with a company is now less than five years, according to Bureau of Labor Statistics. (3)
In such an environment, one might think that employee longevity is no longer important, and that longevity awards are no longer as useful as they were in the past. Just the opposite is true, however, for two primary reasons: Employee longevity is critical to organizational success; and a culture of recognition promotes longer employee tenure.
Employee longevity is critical to organizational success.
Employee longevity has never been more important. Among the reasons are these:
• Employee longevity is required in order to learn complex tasks. In a knowledge-based economy with increasingly complex markets, products, and services, employees need time to master their responsibilities. (4)
• Employee longevity leads to customer loyalty and higher profits. A summary of studies examining the relationship between employee tenure and customer loyalty in several industries, concludes with this assertion:
"...in banking, brokering, and auto service, long-term employees create higher customer loyalty. Even in manufacturing, however, where employees rarely meet customers, long-term employees can produce better products, better value for the consumer, and better customer retention." (5)
A culture of recognition promotes longer employee tenure.

Why reward employee longevity? Generally, organizations reward those activities they consider important. By rewarding employee longevity, organizations communicate the value they place on longevity.
Other reasons to reward longevity are related to the fundamental importance of employee recognition in sustaining an organizational culture that employees find desirable. Note that the emphasis is on employees. Longevity awards, like other recognition tools, are only effective if they are meaningful to the recipients.

Here is the culture-related line of reasoning for rewarding longevity:
• Employees are highly interested in corporate culture-even before they are hired. A recent survey asked executives, "Other than base salary and bonuses, what do most applicants ask about during job interviews today?" Corporate culture was second only to benefits (see Table 1). (6)

What Interests Job Applicants
Benefits 36%
Corporate culture 34%
Job security 15%
Equity opportunities 11%
Other 4%
Total 100%

• Positive workplace culture leads to employee loyalty, as expressed in longevity. Recent research describes a complex relationship between workplace culture and employee loyalty, of which longevity is an important element. The relationship can be expressed by this simplified progression: (7)

• Workers place a high value on a workplace culture in which they feel recognized. A study conducted in 1946, 1981, and 1995, asked 1,000 employees to rank order ten rewards in terms of value. In more than four decades, the results have changed little (see Table 2). "Full appreciation of work done" has stayed at the top of the list, well above pay. (8)
While longevity awards traditionally have not rewarded work quality, the trend now is to consider employees' contributions and make the awards commensurate with performance, i.e., to use these awards as "appreciation for a job well done."

What Motivates Employees?
1946 1995
1. Full appreciation of work done 1. Interesting work
2. Feeling of being in on things 2. Full appreciation of work done
3. Sympathetic help with personal problems 3. Feeling of being in on things
4. Job security 4. Job security
5. Good wages 5. Good wages
6. Interesting work 6. Promotion and growth in the organization
7. Promotion and growth in the organization 7. Good working conditions
8. Personal loyalty to employees 8. Personal loyalty to employees
9. Good working conditions 9. Tactful discipline
10. Tactful discipline 10. Sympathetic help with personal problems

A New Approach to Longevity Awards
Many award program administrators, cognizant of the important role recognition can play in enhancing corporate culture, are taking a fresh look at longevity awards. When evaluating a longevity award program, administrators tend to focus on the awards themselves. The perception is that improving the awards will automatically improve the program.
A more effective approach, however, is to consider the outcomes desired from a longevity award program. In most organizations, these can be expressed in terms of two goals: To increase participants' satisfaction with the organization, and to decrease program costs, including the cost of the awards themselves and the cost of administering the program.
Companies that consider program outcomes when redesigning their longevity award programs are ushering in a new paradigm for employee recognition programs.

With this approach, longevity award programs are becoming:

Integrated. Longevity awards are one component of a comprehensive recognition system.
Aligned. All recognition efforts, including longevity award programs, are aligned with overall performance improvement strategies.
Measurable. Participant satisfaction with recognition efforts is measured regularly to ensure that programs accomplish desired outcomes.

An Integrated Approach
A recent Ernst & Young study found that integrating "employee development or process management practices" was key to achieving measurable success with employee initiatives. (9) In contrast, most corporations operate their longevity award programs as stand-alone initiatives separate from other recognition efforts. Each program requires its own separate award media, program communications, participant database, and administrator.
Organizations are finding that it makes sense to combine these efforts for several reasons:
• Participant satisfaction is higher, since employees do not have to contend with redundant communications and rules for several programs.
• Costs are lower, both for the award media and the administrative tasks that would otherwise be replicated for several separate programs.
• Employees are able to accumulate award value across programs, allowing them to select the awards they find most desirable.

An Aligned Approach
Longevity awards are one tool in the culture-shaping toolbox. When integrated with other employee initiatives such as safety, idea systems, wellness, and others, longevity awards can help companies align individual performance with organizational goals, moving corporate culture in a positive direction.

A Measurable Approach
Traditionally, longevity awards have simply awarded tenure. The results of such programs are difficult to measure, since low turnover cannot be correlated directly to employee satisfaction with tenure recognition.
The new approach, however, contends that not all employees who remain at a company for five years should be equally rewarded. After all, why should those who have stayed five years and achieved sales goals, participated in quality initiatives, and generated cost-saving ideas be rewarded identically with employees who have stayed five years but accomplished nothing notable?
By connecting individual performance and participation to longevity, companies can reward employees commensurate with their contributions.

The New Approach vs. the Traditional Approach
While employee motivation is far more complex than rewards and reinforcement, a simplified model has been formulated for performance improvement applications. This model expresses contemporary motivation theory, and specifically the work of Marvin D. Dunnette, (10) in terms of the four major processes necessary for motivation: communications, training, measurement, and awards. First, a task must be communicated, and employees trained to accomplish it. Results are measured to determine progress toward the goal and overall success of the initiative, and awards are given commensurate with the level of success.
Table 3 contrasts the traditional approach to longevity awards with the new approach in these four areas:

Communications. Traditionally, employees were notified via mail about their impending anniversary date and the opportunity to select a logoed item as an award. Their five-year anniversary might have been the first they heard about the existence of longevity awards. This date typically came and went without any public acknowledgment in the work place.

Now, progressive companies are making the most of these opportunities by choosing a flexible communications vehicle that allows awards to be changed frequently if necessary, to fit a diverse and changing work force. Award choices for several initiatives may be combined, giving participants an opportunity to accumulate award value for items they truly want. Recognition is given publicly, with mention not only of the person's tenure but also of his or her contributions.
Recognition-related communications begin with new-hire orientation. Opportunities for recognition, and what they mean in terms of organizational goals and strategies, are clearly communicated.

Training. In the past, a supervisor or award program administrator may have handed employees a service award in passing, with an informal verbal acknowledgment. Now, managers are trained to make the recognition more memorable for the employee by publicly acknowledging the individual's accomplishments in a setting appropriate to the individual. The focus is on the person, not on the award.

Measurement. One administrator traditionally handled service awards, keeping a database separate from other initiatives. Now, however, attention is being given to the efficiency of combining information from several initiatives to cut program administration costs. The same database tracks performance and participation in addition to tenure so that employees are awarded according to their accomplishments and/or contributions.

Awards. Corporations used to provide awards bearing the corporate logo as prizes for tenure. While these still may be appropriate, many employees would prefer to receive a utility item-something that is meaningful to them and that they can use-rather than a piece of jewelry engraved with the corporate logo. With this in mind, companies now offer a wide selection of award choices, recognizing that limited options will not suit a diverse audience. Employees receive awards commensurate with their contributions.

Furthermore, award selections may be combined with those for other initiatives, giving employees the opportunity to accumulate value across programs. The resulting system is not unlike airline loyalty initiatives, which provide customers a wide variety of opportunities to accumulate travel credits.

Longevity Awards: The Traditional vs. the New Approach

Component Traditional New Approach
Communications Custom award catalog sent to employee's home. Communications do not change to accommodate changes in program. Award selection and presentation often conducted via mail. Communications vehicles flexible to accommodate program changes and support several initiatives. Employee's accomplishments are broadcast throughout organization. Presentation is appropriate to the person and the accomplishment.
Training Employee's supervisors may or may not be informed of employee's anniversary. If award is presented at work, managers receive little or no direction for presenting the award. Managers are engaged and involved in recognition process. They are trained to identify the individual's accomplishments, to select the best venue for presentation of award, and to focus on the person, not the award.

Measurement Program administration supports only longevity awards and may replicate efforts of other initiatives. Award database ties performance and participation to tenure, so that employees are awarded commensurate with their accomplishments/contributions. Same database is used for several recognition programs, saving time and money. Participant satisfaction with the recognition process is measured.

Awards Items are selected based on popularity of past awards. Selection is limited by communications that have already been sent. Employees are given a wide choice of awards, including utility and logoed items. Longevity awards may be integrated with other award opportunities, giving employees the ability to accumulate award value for meaningful awards.

Ten Ways to Maximize Longevity Awards for Performance Improvement
Here are ten recommendations organizations can use to leverage a longevity award program, as a key component of a comprehensive recognition system, for performance improvement:

Focus on the satisfaction of participants. Conduct research to determine current attitudes toward employee recognition programs. This provides a baseline measurement against which to gauge future improvements.
Make sure each recognition initiative supports corporate strategies. Corporate alignment is key to bringing about positive changes in corporate culture.
Target specific, measurable outcomes. While longevity programs are not generally tied to ROI, comprehensive recognition systems can be linked to specific, measurable corporate strategies.
Integrate longevity awards with other employee initiatives. This reduces the administrative burden for managers and the communication overload for employees. By combining award opportunities, organizations can offer more award selections and allow employees to accumulate award value for more meaningful awards.
Communicate employee recognition throughout the organization. Use internal publications, meetings, and bulletin boards to broadcast people's accomplishments and contributions.
Give managers the tools they need to recognize individuals. Managers typically are not comfortable with their ability to give recognition. With some basic training, however, they can create memorable recognition presentations
Realize that recognition is part of a larger process. Successful recognition programs involve numerous elements: communications, training, database management, administration (customer service), award selection and fulfillment, and program evaluation, to name a few.
Award people commensurate with performance, not based solely on tenure. By doing so, organizations can use longevity awards to drive corporate strategies.
Provide a wide selection of tangible awards. Be sure the award selection satisfies the greatest diversity of individuals.
Do not wait five years to recognize employees. Begin recognition as soon as employees contribute to the organization. An integrated recognition system makes this easy.

Conclusion
In spite of shorter average job tenures, the importance of longevity awards shows few signs of diminishing. Instead, longevity awards are changing to meet the needs of changing organizations. Longevity award programs remain an important tool for employee recognition. The key is to focus is on the satisfaction of award recipients and on supporting corporate strategies, not on the awards themselves.
By integrating longevity award programs with other recognition efforts, organizations can ensure that all the efforts are aligned to accomplish performance improvement strategies. This new approach to employee recognition can play a primary role in sustaining a positive corporate culture, ensuring it is one in which people will want to work for a long time.

Steven Geiger, Ph.D., a licensed psychologist, is divisional vice president of the Learning Systems Group, the BI Consulting Group, and the Marketing Group at BI Performance Services. He has applied his skills to a broad base of employee issues for the past 16 years. Doug Kitrell is Marketing Manager, Recognition Services, BI Performance Services. For more than 13 years he has developed programs that recognize performance in consumer, distribution, and corporate environments.

Notes
1 American Management Association fax poll for the Wall Street Journal, 1995.
2 Gorman, Tom. Multipreneuring. Fireside, 1996, p. 24.
3 According to the latest figures available, the median tenure of employees in their current jobs in 1991 was 4.5.
4 Potentials in Marketing, August 1994, vol. 27, No. 8, p. 60-63.
5 Reichheld, Frederick F. The Loyalty Effect. Harvard Business School Press, 1996, p. 101.
6 "People and Their Jobs: What's Real, What's Rhetoric?" A 1995 survey by Kepner-Tregoe completed by 611 managers and 905 workers.
7 An extensive bibliography supports this progression. The following are two key sources:
Bolton, R. N. and J. H. Drew. "A longitudinal analysis of the impact of service changes on customer attitudes," Journal of Marketing, Jan. 1991, pp. 1-9.
Mathieu, J. E. and Zajac, D. M. "A review and meta-analysis of the antecedents, correlates and consequences of organizational commitment," Psychological Bulletin, Sept. 1990, 171-94.
8 Kovach, Kenneth A. "Employee motivation: Addressing a crucial factor in your organization's performance," Employment Relations Today, Summer 1995, pp. 93-107.
9 Mavrinac, Sarah C. and Neil R. Jones. Competitive Renewal through Workplace Innovation. Ernst & Young, 1995.
10 Dunnette, Marvin D. Handbook of Industrial and Organizational Psychology. John Wiley & Sons, 1983.

The Vince Lombardi Trophy

2010-01-11T13:10:00.002-06:00

Vince Lombardi Trophy
From Wikipedia
Vince Lombardi Trophy

Awarded for the winner of the Super Bowl
Presented by National Football League
Country United States
Location Super Bowl (rotates cities)
First awarded 1967
Currently held by Pittsburgh Steelers
Official Website SuperBowl.com
The Vince Lombardi Trophy is the trophy awarded each year to the winning team of the National Football League's championship game, the Super Bowl. The trophy has been awarded since 1967, when the Super Bowl was originally named the AFL-NFL World Championship Game. The trophy was renamed in 1970 in memory of legendary Green Bay Packers head coach Vince Lombardi after his sudden death from cancer to commemorate his victories in the first two Super Bowls.
The trophy, created by Tiffany & Co. is valued at $25,000,[1] and depicts a regulation-size football in kicking position that is made entirely of sterling silver, standing 22 inches (56 cm) tall, weighing 7 pounds (3.2 kg), it takes approximately four months and 72 man-hours to create. The words "Vince Lombardi Trophy" are engraved and the NFL shield is affixed in a separate item onto the base. After the trophy is awarded, it is sent back to Tiffany's to be engraved with the winning team's name, the date and final score of the Super Bowl, and then is sent back to the winning team for them to keep. For the first four games, both the NFL and the AFL logos were in the center of the trophy. Starting from Super Bowl V through XLII, the NFL shield with more than 20 stars has been on the forefront. As of Super Bowl XLIII a newer, modernized NFL shield (with eight stars and a rotated football designed akin to that atop the trophy) replaced the older logo. Otherwise, the trophy has had no significant changes made since the first Super Bowl.
Since Super Bowl XXX, it is presented to the winning team's owner on the field following the game. Previously, it was presented inside the winning team's locker room. The team is allowed to keep the trophy at their own facility, with one notable exception being the trophy that the then-Baltimore Colts won in Super Bowl V. The city of Baltimore, Maryland retained the trophy the team had from that Super Bowl as part of the legal settlement between the team and the city after the Colts' infamous "Midnight Mayflower" move to Indianapolis, Indiana on March 29, 1984. Since then, both the Colts and the Baltimore Ravens have won the Super Bowl and earned trophies in their own right.
The Pittsburgh Steelers hold the most Vince Lombardi Trophies, with six. The San Francisco 49ers and Dallas Cowboys are tied with five Vince Lombardi Trophies apiece. The New York Giants, New England Patriots, Green Bay Packers, Oakland Raiders, and Washington Redskins are all tied for fourth with three apiece.

Lombardi trophy curse
From Wikipedia
Limitation on the Lombardi Trophy

"No team nor individual head coach shall ever hold high the Vince Lombardi Trophy as NFL world champions more than 2 consecutive seasons, corresponding to the longest streak achieved by Coach Lombardi himself."
This 'good' curse, originally theorized by noted NFL luminary Mr. Aslam Rawoof, is currently 37 years in effect, is unbroken, and applies only to consecutive NFL championship streaks, NOT a sum total of championships.
Among his many accomplishments, Vince Lombardi guided the Packers to three straight NFL championships (1965-67) to finish out his superlative career as head coach in Green Bay. However, due to the preliminary AFL-NFL merger occurring long after the conclusion of the 1965 season, only the last two of those three campaigns actually resulted in a World Championship. Because the AFL was a competing professional football league at the time, it was only by way of this merger agreement that Lombardi & his NFL-champ Packers were permitted to face the AFL's champs in '66 and '67, and legitimately lay claim to world championships after beating them. This annual tradition to crown the world champions of football has come to be known famously as the Super Bowl.
So while the Packers of 1966 and 1967 soundly defeated the AFL's Chiefs and Raiders to become World Champions, the 1965 NFL champion Packers were unfortunately deprived of the chance to face their AFL counterpart that year, the Buffalo Bills, to also have their shot at a world title. What is particularly irksome to both Packers' fans and Lombardi's admirers is the nearly unanimous opinion among experts of 1960's-era pro football that the 1965 Packers would have easily conquered the 1965 Bills, had the game taken place. After the 1967 season, Coach Lombardi stepped down as head coach of the 'Pack'; the following year the Packers failed to make the playoffs under their new head coach.
Because the powers-that-be in the NFL and AFL couldn't get their act together just one year earlier, Coach Lombardi was shortchanged of a chance to lead his squad to the first of likely 3 straight world championships. Through no fault of his own, circumstances dictated that Lombardi settle for two world titles in his career, along with annoying conjecture from the football community about whether or not he and his team would have captured a third back in 1965. This best explains why Every Effort Towards Uninterrupted NFL Success Thereafter May Equal But May Not Surpass Lombardi's Standard Of 2 Consecutive World Titles.
The limitation curse became real when the NFL in 1970 officially renamed after Lombardi the trophy that is awarded yearly to the world champion Super Bowl winners, immediately following his death. Many, though, believe that the curse was unofficially in effect after Lombardi retired as coach from the Packers, so as to add two more years to its total duration. It should be mentioned that Coach Lombardi has never publicly made any remarks to indicate resentment over the merger and accompanying Super Bowl arriving one year late.

Retrieved from "http://en.wikipedia.org/wiki/Lombardi_trophy_curse"

IRS Regulations Regarding Award Program

2010-01-11T12:35:00.002-06:00

Summarized from IRS Document 535 Business Expenses

Awards

You can generally deduct amounts you pay to your employees as awards, whether paid in cash or property. If you give property to an employee as an employee achievement award, your deduction may be limited.

Achievement awards. An achievement award is an item of tangible personal property that meets all the following requirements.

• It is given to an employee for length of service or safety achievement.

• It is awarded as part of a meaningful presentation.

• It is awarded under conditions and circumstances that do not create a significant likelihood of disguised pay.

Length-of-service award. An award will qualify as a length-of-service award only if either of the following applies.

• The employee receives the award after his or her first 5 years of employment.

• The employee did not receive another length-of-service award (other than one of very small value) during the same year or in any of the prior 4 years.

Safety achievement award. An award for safety achievement will qualify as an achievement award unless one of the following applies.

1. It is given to a manager, administrator, clerical employee, or other professional employee.

2. During the tax year, more than 10% of your employees, excluding those listed in (1), have already received a safety achievement award (other than one of very small value).

Deduction limit. Your deduction for the cost of employee achievement awards given to any one employee during the tax year is limited to the following.

• $400 for awards that are not qualified plan awards.

• $1,600 for all awards, whether or not qualified plan awards.

A qualified plan award is an achievement award given as part of an established written plan or program that does not favor highly compensated employees as to eligibility or benefits.

A highly compensated employee for 2007 is an employee who meets either of the following tests.

1. The employee was a 5% owner at any time during the year or the preceding year.

2. The employee received more than $100,000 in pay for the preceding year.

You can choose to ignore test (2) if the employee was not also in the top 20% of employees ranked by pay for the preceding year.

An award is not a qualified plan award if the average cost of all the employee achievement awards given during the tax year (that would be qualified plan awards except for this limit) is more than $400. To figure this average cost, ignore awards of nominal value.

Deduct achievement awards as a nonwage business expense on your return or business schedule.

You may not owe employment taxes on the value of some achievement awards you provide to an employee. See Publication 15-B.

As with any tax matters, consult with your tax adviser for a complete explanation. This information is subject to change and may not be the most current.

Reasons for Giving An Award

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Awards are given for all kinds of reasons. Here are a few of those reasons:

• Demonstrating leadership by motivating a team towards the achievement of a goal
• A team award for team leadership, team building or team accomplishment
• Being honored for individual initiative or length of service
• Recognition for a winning effort
• Best in class
• Reward for suggestion or successful new idea
• Improvement over previous period or activity or long term success
• Achievement of a goal or new record
• A winners recognition award
• An award representing respect, love, and caring
• Retirement
• Promotion or Change of Position
• Speakers gift or Honorarium
• Wall of Fame or Wall of Recognition
• Lobby award for corporate morale
• Customer appreciation
• Most improved
• Sales awards
• Excellence in customer service
• Golf awards
• Fund raising awards
• Non-profit service awards
• Volunteer appreciation

We help recognize these and many more great achievements daily. We can help your staff, crew, customers, vendors or prospects reach these goals.

Developing A Recognition Program

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Developing A Recognition Program

Careful planning is the most important part of an effective awards program. In developing yours, you will need to do the following:

Identify the program's purpose and objectives:

Do you want to show gratitude, recognize membership, encourage achievement, or reward accomplishment?
Do you want to create a sense of common belonging, or mark someone for distinction?
Do you want to establish a stronger identity for your organization or match the personality of the recipient?

Answers to questions like these will help you design the right program for your organization.

Decide the kinds of awards you want:

The key to successful recognition is selecting the appropriate kind of award. Tangible awards have proven to be the most effective way - better than money or other means - to say "thank you" or "good job." In deciding whether to give an elegant piece of crystal, a beautifully engraved plaque, a customized lapel pin, a personalized desk accessory, or any other item, keep in mind that an appropriate award is:

• representative of what is accomplished
• attractive enough to wear or keep in the home or office
• consistent with the purpose and image of the organization
• right for the level or importance of the achievement
• in line with the organization's budget
• well crafted with the highest quality materials affordable

Because of their training and experience, the recognition experts at RCB Awards can guide you in choosing the right awards for your organization.

Establish a budget and schedule:
There are many ways to recognize people, and the most expensive are not necessarily the best. We can help you determine how much you should budget to meet your objectives, or how to get the most with the funds you have. We will also help you schedule your orders to get what you want without having to pay rush charges.

Plan for the awards presentation:
Part of what makes an award memorable and appreciated is the way it is presented. Think ahead about how you will give various awards. Membership recognition items are often sent through the mail, so you may not want to give something heavy. Fine crystal becomes even more precious when presented in an attractive gift box. Our awards specialists can show you how to plan for presentations that enhance the perceived value of the item received.

Innovative awards programs for Organizations:
RCB Awards serves hundreds of customers throughout the country. We have a wealth of experience in developing innovative awards programs that more than pay for themselves in the form of increased effort and achievement. Here are some examples of how they can help an organization like yours:
• Service awards - Whether these are for out-going board members, sales leaders, or motivational rewards, awards for service to the organization are important both for recognizing those who contributed and for encouraging other team members to do the same. Our recognition experts can provide you with distinctive plaques, fine crystal, attractive desk accessories, and a variety of other items that will enable you to give treasured symbols of gratitude to those who contribute to the success of your organization.
• Certification - Pins and certificates are standard means of recognizing educational accomplishment in an association or profession. You may also want to consider some of the new plaques designed to add plates or disks as the courses required for certification are completed. Given at the time of enrollment in the certification program, products like these give enrollees something to be proud of and show others even before they complete the program.
• Membership Recognition - Certificates, plaques, decals, nametags and lapel pins are typical means of recognizing membership, rewarding renewals, and encouraging prospective members to join. We can suggest other ideas, too, such as personal calendar books, desk planners and other items members will want to use and keep for a long time. We can also recommend ways to mark member anniversaries that will assist your member retention efforts
• Contests and competitions - One of the best ways to draw attention to your organization is to develop a specific award, like the famous Pulitzer Prize, for outstanding achievement in the field you represent. You'll find that our staff has plenty of ideas for ways to recognize those who excel, or who win various competitions or contests. We are expert in designing custom awards that will become the hallmark of your industry.
• Staff recognition - Recognizing your staff effort is a great way to keep morale and productivity high. Employee of the Month, Top Performer, and Star Achiever are just some awards to consider. Our helpful and friendly staff can recommend a variety of programs and awards to encourage and reward achievement among your staff.

Sales Recognition Programs: an overview

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Sales & Dealer Recognition
Sales & Dealer Program Fast Facts

Planning: Requires 3-4 months per program. Vice Presidents of Sales, Sales managers, District managers and ultimately other top officers are involved in creating the On-Plan (see Program Design below) elements of the program. The President and CEO are involved in the Achievement and Career (see Program Design below) recognition elements of the program.

Major Markets: Insurance, Auto parts/tires/accessories, Toiletries/ Cosmetics, Automobile/Trucks, and Food Products

Expenditures:
65% less than $50,000,
Approximately 10% $50,000 - $99000,
just under 25% $100,000 plus.
Incremental sales increases: 5% - 14% (44%),
15% plus (52%)
Budgeting: Generally, 8-10 percent of anticipated sales increase. The budget is allocated as follows: 70-75% Awards/ Incentives, 20% communication, and 5- 15% administration.

Program Objectives:
Increase overall volume (86%)
Sell new accounts (57%)
Introduce new products (41%)
Improve morale & goodwill (40%)
Move full line or slow products (17%)

Sales Program Overview
Rationale: Organizations are more focused than ever before on managing their sales forces in ways that ensure high performance. Senior management must focus on compensation, recognition and reward strategies and programs that motivate their sales forces. The objective is to drive profitable revenue by focusing on the most profitable customers, the highest potential markets and the most margin-rich products and services.

Program Design: A well-designed Sales Program encompasses both a recognition and reward/incentive component. Both the recognition and the reward/incentive components are centered on "events". The recognition component may be subdivided into Achievement, meeting/exceeding current year objectives and Career, meeting/exceeding objectives over an extended time period. Many organizations combine these two elements of recognition, Achievement and Career, with the establishment of elite clubs such as President's Club, Chairman's Club etc.

The reward/incentive component manifests itself in the "On-Plan", meeting short-term objectives i.e. quarterly, elements of the program.

Program Content: The make-up of a Sales Program is necessarily based on the most effective motivation for a unique, and often diverse, population. However, there are three key elements of program content; the specific Awards/Rewards themselves, the Category of the awards/incentives and the Need being satisfied.
The Awards/Incentives range from Jewelry/Rings, Plaques & Certificates, Group Travel to Cash/Cash equivalents.

The Category of the prize may be Compensation (bonus, commission, variable commission) Incentive, generally for the On-Plan element, to focus activity and behavior and Recognition, to sustain and enhance appropriate behaviors and results.

Need refers to the personal/intrinsic requirements of those for whom the program was established. Money, Status, Security and Respect are the "Needs" most often considered in Sales Programs.
Program Measurement: The ability to effectively measure a Sales Program is one of the most attractive features of this type of recognition and reward. The most common Output measures are New Accounts/Customers, Total Volume Growth and Total Units. Others may include Shelf/Display Space, Contract renewals or Profitability.

More organizations are expanding to Activity measures. Examples of Activity measures would include the number of Presentation, Customer Satisfaction Ratings and Closing Rate.
Finally, measurements may be by Segment. That is by region, district, office size business unit or markets served. These forms of measurement are not mutually exclusive. Utilizing a combination of Output and Activity measures by segment may prove to be more the rule than the exception.
The ability to measure results allows the organization to pay for the recognition directly from the revenue generated by the program as a result of increased sales.

Safe Worker Recognition: an overview

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Safe Worker Recognition
Safe Worker Fast Facts
Program Rationale: All safety initiatives, including Safe Worker, whether at the site or corporate level, all share one basic goal: reducing the amount of injury; accident exposure at the place where people interact with equipment, facilities and procedures. Comprehensive safety improvement relies on the right mix of enabling systems (e.g. hazard recognition, training, procedures) and sustaining systems (e.g. organizational structure, management systems, employee engagement).

Program Objectives
-Reduce accident expenses
-Reduce insurance premiums
-Reduce lost productivity
-Improve customer/public perception

Program Tax Advantage
In 1986, the government recognized the importance of positive reinforcement by exempting the value of Service and Safety awards from the incomes of individual employees and making the company investment in these programs tax deductible under specific guidelines.
To be free of taxes as described these programs must:
1. Fall into a qualified plan that does not discriminate in favor of highly compensated employees
2. Be items of tangible personal property awarded as part of a meaningful presentation
3. Fall under an average award cost of $400 with an upper limit of $1,600. Awards over $1,600 are taxable to the recipient for the amount above $1,600.
4. Service awards may be given every five years beginning at five years of service.
5. Safety awards must be given to fewer than 10% of eligible employees. Management, administrative, clerical and professional employees do not qualify.

Safe Worker Program Overview

Program Design: A well-designed Safe Worker Program encompasses both a recognition and reward/incentive component. Both the recognition and the reward/incentive components are centered on events. The events are time-based (e.g. hours, days, weeks, months etc. accident and injury free). The individual recognition is very often tied to effective Team recognition practices.
Supplementing and supporting these recognition events are interim reward/incentive opportunities such as completion of training units, certifications, and safety employee of the month as well as special recognition for unique situations such as Heroism.

Program content: The make-up of a Safe Worker Program is necessarily based on the most effective motivation for a unique, and often diverse, population. There are three key elements of program content; the Awards/Rewards themselves, the Category of the awards/incentives and the Need being satisfied.
The Awards/Reward options range from Buckles /Pins/Rings, Plaques; Certificates, Patches, Merchandise, Clothing to Cash/Cash equivalents.

The Category of the prize may be Compensation (bonus) Incentive (something to focus activity and behavior) and Recognition, (something to sustain and enhance appropriate behaviors and results).
Need refers to the personal/intrinsic requirements of those for whom the program was established. Money, Status, Security and Respect are the "Needs" most often considered in Safe Driver Programs.
Program Measurement: The ability to effectively measure a Safe Driver Program is one of the most attractive features of this type of recognition and reward. The most common Output measure is Injury; Accident Free Time.

Finally, measurements may be by Segment: Occupation (Type), Industry, Position (management, administrative etc.) and/or work shift are common segmentations. These forms of measurement are not mutually exclusive.

Safe Driver Recognition: an overview

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Safe Driver Recognition
Safe Driver Fast Facts.

The Market: The transportation industry is divided into two main segments:

For-Hire Carriers, they transport other peoples' goods and their revenue is derived from trucking operations. Examples include UPS, J. B. Hunt, Roadway.

Private Carriers: trucking is a business unit; it is not how they generate revenue. Examples include Frito Lay, Coca-Cola, Nabisco. Private fleets are the largest segment of the trucking industry (82% of medium to heavy trucks registered).

million plus Intra and Interstate Drivers
3 million Interstate Drivers
Trucking Services Industry -- ranks #5 in Injury & lost work time
Truck Driver occupation -- ranks #1 in Injury & lost work time
400,000 large truck accidents per year/5300 deaths

Driver Profile:
Average income: Private Carriers -$40,000
For Hire - $35,000
Gender: primarily male
Median age: 35
Married: 64% Children: 51%
WorkWeek: 50%-60-70 hrs, 25% -70+hrs

Contacts: Depts - Safety Dept, Risk Mgmt, Logistics
Titles: Vice-President of Safety, Safety Mgr.,
Safety Specialist, National Group Manager-Fleet,
DOT (Department of Transportation) Manager,
Regional Safety Manager
Budgeting: Generally, 5-8 percent of anticipated accident reduction. The budget is allocated as follows: 70-75% Awards/ Incentives, 20% Communication, and 5-15% Administration

Program Objectives:

Reduce accident expenses
Reduce Insurance Premiums
Reduce lost productivity
Improve customer/public perception

Program Tax Advantage:
In 1986, the government recognized the importance of positive reinforcement by exempting the value of Service and Safety awards from the incomes of individual employees and making the company investment in these programs tax deductible under specific guidelines.

To be free of taxes as described these programs must:

Fall into a qualified plan that does not discriminate in favor of highly compensated employees.
Be items of tangible personal property awarded as part of a meaningful presentation.
Fall under an average award cost of $400 with an upper limit of $1,600. Awards over $1,600 are taxable to the recipient for the amount above $1,600.
Service awards may be given every five years beginning at five years of service.
Safety awards must be given to fewer than 10% of eligible employees. Management, administrative, clerical and professional employees do not qualify.

Safe Driver Program Overview
Rationale: Safe Driver Programs are generally a part of a larger Safety Program, which may, itself, be part of an organizational Environment, Health and Safety (EHS) initiative.
The catalyst for Safe Driver Programs is Dollars & Cents and the objective is Prevention through behavior change. Fatalities may cost an organization upward of $2,000,000/incident, Injuries $100,000/incident and Property Damage $7000/incident. Less measurable is the public and employee perception of the organization following a major incident.

Program Design: A well-designed Safe Driver Program encompasses both a recognition and reward/incentive component. Both the recognition and the reward/incentive components are centered on events. The recognition component is most often Milestone driven with Miles Driven (1million, 2 million etc) and/or Time Passed (1 year, 3 year, 5 year, 10 year etc) the primary events.

Supplementing and supporting these recognition events are reward/incentive opportunities such as Champion Driver, Good Samaritan, Summer Campaign (highest accident season) and National Truck Driver Appreciation Week which occurs each August.

Program Content: The make-up of a Safe Driver Program is necessarily based on the most effective motivation for a unique, and often diverse, population. There are three key elements of program content;

the Awards/Rewards themselves ,
the Category of the awards/incentives
the Need being satisfied.

The Awards/Reward options range from Buckles /Pins/Rings, Plaques & Certificates, Patches, Merchandise, Clothing to Cash/Cash equivalents.

The Category of the prize may be Compensation (bonus) Incentive (to focus activity and behavior) and Recognition, (to sustain and enhance appropriate behaviors and results). Safe Driver Programs almost always include some of both.

Award Title and Copy/Text Ideas

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Sometimes generating the perfect award copy or even the ideal award title can be difficult. To jumpstart your creative thinking, have a look at the following lists of award titles and copy snippets.

Award Title Ideas

Anniversary	Retirement	Service
Achievement	Certification	Membership
Dealership	Distributorship	Safety
Management	Loyalty	Employee Excellence
Sales	Victory	Job Well Done
Appreciation	Motivation	_____ of the Year
Dedication	Efficiency	Improvement
Excellence	Performance	Merit
Quota	Quality	Attendance

Award Copy/Text Ideas

For outstanding service in advancing our mission
In recognition of outstanding customer satisfaction through progressive management, dedicated employees, and high standards of operational excellence
For exceptional service in the field of ___ to clients, we proudly award this symbol of recognition
In recognition of dedicated service and invaluable contribution toward the ongoing success of ___
Achieving customer satisfaction and loyalty through teamwork and a commitment to excellence
For your outstanding contributions in the development of ___
In recognition of demonstrated expertise and commitment to providing outstanding business solutions
In recognition of outstanding sales & service performance
For significant contributions to the growth of ___
For breakthrough performance
In recognition of unsurpassed performance and creativity in helping us achieve our goals
In recognition of outstanding performance and creativity
Thank you for your extraordinary support in accelerating our global growth
In appreciation of your invaluable service and continuing contributions to our success
For exceptional performance in helping to improve productivity and profitability through superior technology and service
In appreciation of your partnership, production and service
For exceptional leadership and performance
In recognition of your exemplary service and outstanding dedication
In recognition of outstanding performance and commitment in providing business solutions for the global marketplace
In recognition of your achievement and commitment to service excellence
In recognition of your faithful service, commitment and dedication
Recognizing your superior efforts in helping our company outpace, outlast and outperform the competition
For greatest improvement in sales and image
In honor of superior performance in the area of customer satisfaction
In recognition of your significant commitment and contribution to our company
Commemorating your successful completion of ___
This professional effort has contributed measurably to our overall objectives
This award is symbolic of our deep gratitude to you for your outstanding effort and support
In tribute to the sustained level of outstanding customer satisfaction performance necessary to our most prestigious award
Recognizing the contributions of people who embody our company at its very best
This award is given to employees whose exceptional commitment and achievements stand out among their peers
Your efforts, leadership and dedication are helping us fulfill the promise of our company
A testimonial of sincere appreciation in honor of the distinguished and unselfish service given our company while serving with outstanding leadership, vision and ability
In recognition of our valued business association
In recognition of your outstanding performance and commitment to excellence
In recognition of completion of the ___ certification program
With deep appreciation for dedicated service and progressive leadership
In appreciation of you outstanding contributions for the year
In recognition of our valued business association
For outstanding contribution and loyal years of service
For outstanding performance through leadership, integrity, and service
In recognition of outstanding sales performance and your dedication to total customer satisfaction
In recognition of your outstanding performance, dedication, and creativity in the ongoing success of our company
In recognition of unsurpassed performance and creativity
In honor of your demonstrated leadership
We salute you for your outstanding achievement
In appreciation for outstanding volunteer support and enthusiastic commitment to furthering the mission and ideals of our company
In recognition of outstanding business results
In recognition of your outstanding sales performance, dedication, commitment and overall excellence
For outstanding contributions to the goals and objectives of the company, and for high standards of professionalism and leadership
In gratitude of your outstanding contributions during a career of faithful service and dedication
For outstanding performance, commitment to customer satisfaction, and demonstration of excellence
In recognition of your committed partnership and your determined effort for fostering a customer-driven culture and delivering business results as a high- performance partner
In support of your customer-centric efforts

2009 Top Ten Small Businesses of the Year

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They all have the same thing in common

WHAT GETS RECOGNIZED GETS DONE: Living proof...

Tailored Label Products Inc. in Menomonee Falls was named the Waukesha County Small Business of the Year.
The Menomonee Falls-based custom label printing and bonding company has grown to $12 million in annual sales and 64 employees.
The award was presented by Waukesha County Chamber president Patti Wallner and BizTimes Milwaukee publisher Dan Meyer to Tailored Label president Mike Erwin.
The other companies honored as Top 10 Small Businesses of the Year were Advanced Waste Services Inc., Batzner Pest Management Inc., Brookfield Academy, BuySeasons Inc., Interstate Sealant & Concrete Inc., Kinateder Masonry, Mantz Automation Inc., MSI General Corp. and Velcheck & Finger Roof Consulting & Service.

The companies were saluted for excellence in their treatment of stakeholders, including customers, employees and the community. The event took place at the Country Springs Hotel in Pewaukee.

Is recognition really all that important?

Each of the 10 companies was given a 3 minute opportunity to tell their story of success, why they got where they are and could speak on any topic. 6 of the 10 used most of their time discussing their recognition programs!

Mike Malatesta, President of Advanced Waste Services, Inc, spoke of his plans to grow from a $30 million company to a $100 million company with 135 employees and how his Elite Reward Program was crucial to his success. All employees in the company are involved except sales staff who have their own recognition program. Awards are presented quarterly.

Jerry Batzner, President of Batzner Pest Management with 81 employees, a $7 million company, spoke of his peer driven employee recognition program. Every month every employee is given 4 tokens which they can give to any employee for any good deed. It could be related to customer service, offering help around the company, a new sale, or anything above and beyond the call of duty. Hugely successful, it is called the WOW Program and is entirely employee managed and run.

Fred Kinateder Sr, President of Kinateder Masonry with 125 - 200 employees, a $20 million company, spoke of embracing the unions and the impact of his Safety Incentive Program, resulting in an incredibly low rate of lost time accidents.

Denise Mantz of Mantz Automation, Inc with 80 employees, a $16 million company, spoke of the Employee Wellness Program with 97% participation rate, which has a huge impact on the health insurance costs.

Mike Irwin, President of Tailored Label Products, Inc, a $12 million company with 64 employees, spoke of the emphasis on how work should be fun and how their recognition and reward programs had a huge impact. In fact, in the past 5 years, their safety recognition program helped ensure zero lost time accidents.

Craig Coursin, President of MSI General Corp, a $50 million company with 52 employees, told of a focus on fun at work and Zumba Dancing. Their focus on internal recognition was carried over to all employees.

They could have talked about quality products, could have talked about being in the right market niche, they could have talked about overcoming adversity. Sure, they do all that in getting to where they are. But, in listening to these stories of success, it is pretty clear that a major reason for their being recognized in the business community is the emphasis on recognition and what it means to the person, the team and the company. What gets recognized gets done.

What does your company do to recognize its employee achievements? Do you have an example you can share?

10 No-Cost Ways to Recognize Employees

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Every organization can benefit from increased recognition. If you need ideas for certificate design, layout/creation or plaques and crystal, contact www.rcbawards.com. They are the experts at that sort of thing. For no cost suggestions on how to impact your department, here you go...

10 No-Cost Ways to Recognize Employees
by Marjorie Treu

Turn on any nightly newscast and you will hear the doom-and-gloom predictions of an economic recession just around the corner.
Reactions inside organizations run the gamut from “Things are great. Go Team Go!” to “Stop all spending now!” based on manager leadership styles and their comfort level with potential high-risk changes. One of the first places you will be asked to curtail expenses often affects the very people who keep your business going…Team Members.

The manager who can balance the bottom-line without sacrificing the spirit of the team is the manager who will weather economic highs and lows effectively. Your team members are doing their job and performing well, and it’s only human nature for them to want acknowledgment of those efforts. Here are my 10 ideas that don’t cost a cent.

10 No-Cost Recognition Ideas

Use praise. You know this one yet many team leaders find it hard to do in-the-moment. Download a helpful Tip Sheet now.
Increase team member visibility. Write an article about their contribution, send a group email, let your CEO know, or announce it during a staff meeting.
Give information. Employees crave accurate information so communicate often and early. It will stop potential rumors and increase their trust in the company direction.
Increase team member involvement. Create ways to solicit individual opinions on issues facing your organization. Where practical, allow them to have a voice in the final decision.
Offer interesting work. Create opportunities for the individual to work on a special project team – a plum assignment that encourages their professional development.
Give feedback on performance. Report back more frequently what you see the team member accomplishing, and how they are meeting your expectations. This may lead to a mentoring relationship.
Listen, Really Listen! Consciously practice deeper listening to understand and connect with the individual. Pay attention and stay focused to what your employee is saying.
Allow flexibility. If it’s not critical to customers, can you allow the individual freedom in establishing their work hours and time off?
Recommend independence. Offer in-house training that allows the individual to learn a new skill. After the training, give them a project to use the new skills and allow them the autonomy of how the task should be completed.
Play. As adults, we aren’t often allowed to “play” at work yet it relieves stress and improves morale. Consider lunchtime walks, team stretch breaks, Joke of the Day challenge, Silly Socks Day, or whatever your team brainstorms.

BONUS: 3 Low-Cost Recognition Ideas

Recognition Box. Keep box filled with small supplies (cards, colorful post-it notes, smiley paperclips, assorted page flags, stickers, markers, coupons, etc) that an individual can select when you’ve observed them doing something great for internal or external customers.
Certificates of Recognition. Create awards for individual performance – anything from a customer interaction to a hidden talent can be recognized.
Celebrations. Acknowledge birthdays, company anniversary, safety milestones, and production goals. You might begin just by eating lunch OUT! There is something satisfying about connecting with others through the sharing of a meal.

It doesn’t take much to recognize team members even during harder economic times. It does, however, take consistency for you to get the most impact for your efforts.

ABOUT THE WRITER
Team leadership expert Marjorie Treu, CEO of Team Fusion, works with Fortune 500 companies as well as small businesses to help leaders create collaborative, cohesive, and conscious teams.
If you liked this article, you’ll love her FREE reports, Leadership Adventures, Coaching, and other resources to help leaders at all levels develop themselves and build ultimate success. When visiting, be sure to sign up for the FREE monthly Tip Sheet downloads and FREE e-zine “Team Talk Today”!
Learn more now at http://www.teamfusion.net

Wells Fargo responds to criticism over recognition spending

2010-01-05T17:20:00.004-06:00

Wells Fargo responds to criticism over recognition spending
The Value of Team Member Recognition

Okay, time out. Something doesn't feel right.

Everyone agrees that in this economic environment, all employers should re-examine how much they spend on recognition events for their employees. Especially publicly-traded companies owned by their shareholders. Especially institutions that received investments from U.S. taxpayers through the U.S. Treasury's Capital Purchase Program.

The problem is many media stories on this subject have been deliberately misleading. These one-sided stores lead you to believe every employee recognition event is a junket, a boondoggle, a waste, or that it's for highly-paid executives. Nonsense! Because of the misperceptions these stories have created, Wells Fargo has decided to cancel all its major annual recognition events for its team members for the rest of this year.

So who gets hurt when this happens? The Wells Fargo team members across America who are most deserving of recognition and our gratitude. Tellers, Personal bankers. Phone bankers. Financial advisors. Mortgage salespeople and processors. Operations clerks. Technology specialists. Credit analysts. All of those who make it possible for our customers to save, invest, own homes, and build businesses that create jobs - team members who enabled us to make more than a half trillion dollars in new loan commitments and mortgage originations in the last year and a half. These team members work long hours to support their families and to make sure we give our customers the very best service we can possibly give.

Annually, for the past 20 years, we've recognized our top team members from various businesses at several special four-day events, like the one we had planned for our terrific mortgage team who helped us originate $230 billion in mortgages in the last year. For many, it's the only time in their lives that they're publicly recognized and thanked for a job well done. This recognition energizes them. It inspires them and their team members to want to create an even better experience for our customers. Another annual event - which our top performers in community banking had all looked forward to - was to have been held in May. But not this year. Who loses besides our team members? The workers who depend on our business. The hospitality industry. Hotel housekeepers. Restaurant servers. The airlines.

The funds to pay for recognition events such as these do not come from the government. They come from our profits. We believe our profits actually increase by rewarding and recognizing our best performers in sales and in service. Competition to be recognized inspires everyone to work harder and smarter. We're as frugal as any company in spending our shareholders' money thoughtfully and responsibly. Events such as this are the heart of our culture because our product is service, delivered by caring, energized, talented, loyal team members who earn competitive, fair wages and benefits.

We just hope the hardworking people of America understand, appreciate and support employers who try to do the right thing for their team members, customers, communities, and shareholders.

Since we aren't thanking our award winners in person this year, we'll have to do it this way. Thank you, all our 281,000 team members.

You are the best!

John Stumpf
President and Chief Executive Officer

Reprinted from USA Today
Monday, February 9, 2009