How do you celebrate and reward behaviors that reflect your shared values?

> Publicly acknowledge and thank employees who exemplify shared values, highlighting specific behaviors. > Offer incentives like bonuses, promotions, or additional time off to reinforce desired behaviors. > Foster a peer-to-peer appreciation system where employees can celebrate each other's achievements.

The first step is to have an explicit and understandable definition of the company's core values. Validated solutions like CFAM? facilitates this process by enabling organizations to clearly assess and articulate their cultural values, ensuring that everyone in the organization understands what is valued and why. Once values are defined, the next step is to integrate these values into reward and recognition systems. This means establishing specific criteria for rewards that directly reflect the behaviors and actions that promote these values. For example, if one of the values is "innovation," rewards could be linked to initiatives that demonstrate innovative thinking or significant improvements in processes or products.

Celebrating and rewarding behavior aligned with organizational values is essential for fostering a positive and values-driven organizational culture. By defining clear values and behaviors, recognizing and appreciating employees, tying recognition to values, providing meaningful rewards, fostering peer-to-peer recognition, incorporating values into performance management, celebrating milestones and achievements, soliciting employee input, and leading by example, organizations can reinforce the importance of living the values and create a workplace where employees feel valued, motivated, and engaged. Investing in values-based recognition and rewards is an investment in the long-term success and sustainability of the organization.

Mapping out what behaviors live out your values can be a good way to highlight when rewards can be delivered. Rewards do not have to be grandiose and can be day to day informal rewards.

Going one step further, create a specific reward scheme dedicated values. This can take the form of values / culture awards. This scheme will incentivize people not only to uphold your company values, but to share their stories and accomplishments. This will in turn generate multiple positive effects : 1) People will be inspired by the stories you share and emulated to behave in the same way 2) You will demonstrate that values actually matter for you - and that you are will to reward people upholding them. This will increase employee engagement drastically. 3) You will gather a goldmine of stories that can be repurposed for your PR / employer branding / recruitment. Best part of it : they actually reflect your people experience!

Uma das práticas mais legais e transformadoras que trabalhei em projetos de cultura é a "Valores no Palco". O "Valores no Palco" funciona assim: para cada valor da empresa, convidamos uma pessoa que trabalha lá e é vista pelos seus colegas como referência naquele valor. Ela é treinada e apoiada a montar uma palestra sobre esse tema, contando a sua história, e se apresenta no evento, ao invés de a empresa contratar um palestrante ou artista famoso. é impressionante o quanto é transformador "dar palco" a essas histórias. Quem conta, se sente profundamente reconhecido e quem está assistindo se conecta profundamente com a história, pois também se enxerga nela. E de quebra você cria "mini-celebridades" locais, o que fica bastante divertido!

When you want to reward behaviors that reflect your company's shared values, you have to choose something meaningful. Pizza parties are a thing of the past. Ask your employees, what matters most to them? Is it time (like a half day off)? Compensation (like gift cards)?

There are more effective ways to recognize people than the usual cash, trips, and trophies. And while some companies think they’re stepping up their rewards with new improvements to old methods like team- based “pro-social” awards, they’re missing a bigger opportunity. For a team, business unit, or organization to live a company’s values beyond awards nomination month: leaders need to integrate recognition into daily work. Informal recognition from peers require little forethought, and costs next to nothing. An anonymous note, a handmade certificate for coffee, or a superlative-inscribed flag cut from card stock are all cheap, all a thrill, and all incredibly effective. These can easily translate over email, Slack, or by real mail.

Personalizar as recompensas para atender às preferências e necessidades individuais de seus funcionários é essencial. Compreender o que motiva cada pessoa pode ser feito perguntando diretamente ou observando seu comportamento. Utilizar avalia??es de personalidade ou perfis também ajuda a alinhar recompensas com diferentes estilos e preferências. Celebrar e recompensar comportamentos que refletem seus valores compartilhados fortalece a cultura organizacional, promovendo engajamento, produtividade e lealdade. Além disso, atrai e retém talentos que compartilham sua vis?o e valores, melhorando sua reputa??o e imagem de marca.

Employees are either intrinsically or extrinsically motivated. It is extremely important to understand the difference between the two. An award might motivate one but the other might perfer a "job well done" or simple "Thank you" for their efforts. Learning what motivates the employees is an important task for managers at all levels.

When you're giving rewards and recognition, it's important to customize it for the person you're rewarding. For example, I had a member on my team who was retiring. While it was tradition that we had a happy hour for retiring employees, this person did not want a big event. As an introvert, they didn't want to be the center of attention. So, instead, I surprised him with a card signed by all his co-workers, a gift card that aligned with his retirement goals, and I decorated his office. He was so thankful and appreciative that I didn't organize a happy hour and said he much rather preferred the recognition he recieved instead.

Rewards don't always need to be monetized/financial; spotlighting an employee who is demonstrating a new or changed behavior will indicate to everyone else that it is noticed and valued. Finding instances and examples of people who are modeling new/desired behaviors sets the standard for a new level of performance. Promote these people; expand their roles and give them new opportunities. Not everyone will see financial rewards, so when you promote or recognize new behaviors you're sending a powerful (and very visible) message to everyone about what really matters. And similarly take action to discourage disruptive behavior (don't promote it, don't celebrate it, etc.)

When tied to values, recognition will help employees make better decisions, which will in turn lead to happier customers and improve the bottom line. Putting these programs into motion isn’t easy. But with effort and time, recognition will grow to become a powerful tool to improving your culture.

As with all aspects of any organization, leadership plays an essential role in demonstrating a culture of appreciation. They must determine what outcomes are important to the organization and encourage the right values required to achieve that outcome but must also ensure that the rewards utilized do not create a dysfunctional culture amongst employees.

Many employees just want to know that their manager and/or leadership is there to support them. Investments need to be made in the personal and professional development of all employees. Some will be more receptive than others. Even when faced with disciplinary scenarios, support needs to be given. Check your emotions at the door. It is not about you, it's about them.

Begin at the top. If you're a CEO or on the leadership team, kick off the thank-yous from there. Think of it like a pyramid flipped upside down. You can't expect middle managers to start giving out kudos if they're not getting any themselves. People share what they get. Once leaders lead by example, celebrating and rewarding the right behaviors becomes organic.