Manual del programa de reconocimiento al empleado

EMPLOYEE RECOGNITION PROGRAM HANDBOOK

Manual del programa de reconocimiento al empleado

Introduction 3

Recognition / Reward 4-6

Program Development 7-8

Elements of Successful Program

Link Behaviors that are to be awarded to the Company’s mission

Management Awareness

Communicate the Program’s Existence

Evaluate the Program’s Effectiveness

Step-by-Step Guidelines 9-13

Target Your Audience

Choose the Goal

Build a Budget

Develop Criteria

Choose the Award(s)

Communicate the Program

Present the Award(s)

Evaluate the Program

Ideas to Help Meet Your Budget 14-15

Introducción 3

Reconocimiento / Recompensa 4-6

Programa de Desarrollo de 7-8

Elementos del programa de éxito

Comportamientos que son enlaces que se asignará a la misión de la Compañía

Gestión de Conocimiento

Comunicar la existencia del programa

Evaluar la eficacia del programa

Paso a paso Directrices 9-13

Dirigirse a su audiencia

Elige el Objetivo

Crear un presupuesto

Desarrollar criterios

Elige el premio (s)

Comunicar el Programa de

Presentar el premio (s)

Evaluación del Programa

Ideas para ayudar a satisfacer su presupuesto 14-15 

INTRODUCTION

This handbook serves as a guide to Management in developing Employee Recognition.

The handbook provides: information on the importance of recognition and rewards; program development that links to the Company’s mission and values; steps to assist us managers in developing a successful program; ideas to consider within your budget.

This handbook also provides an opportunity to:

 Stimulate new thinking.

 Assess the Company’s current rewards/recognition program.

 Learn innovative approaches.

 Think differently about current circumstances.

 Better define and focus on areas that need to be changed.

 Plan implementation approaches.

 Select indicators and/or measures for success.

 Set improvement goals through assessment and reassessment.

Management should ensure availability of funds to support costs incurred by staff recognition programs that acknowledge employees’ contributions to the effective operation of LAFL. Managers should develop procedures for employee recognition awards to enhance good employee relations and develop programs that raise morale for all employees in the organization.

Management is encouraged to:

1. Develop a plan for employee recognition programs that links with LAFL’s mission and goals.

2. Allocate resources to implement the programs and provide internal training for the programs.

3. Promote and serve as an advocate for LAFL employee recognition programs.

INTRODUCCIÓN

Este manual sirve como una guía para la gestión en el desarrollo de reconocimiento del empleado.

El manual ofrece: información sobre la importancia del reconocimiento y las recompensas, el desarrollo de programas que se vincula a la misión de la Compañía y los valores, medidas que nos ayudan a los gerentes en el desarrollo de un programa exitoso, las ideas a considerar dentro de su presupuesto.

Este manual también ofrece una oportunidad para:

 Estimular la nueva forma de pensar.

 Evaluar los beneficios actuales de la empresa o del programa de reconocimiento.

 Aprenda enfoques innovadores.

 pensar diferente acerca de las circunstancias actuales.

 Definir mejor y centrarse en las áreas que necesitan ser cambiadas.

 enfoques del plan de implementación.

 Seleccionar los indicadores y / o medidas para el éxito.

 Establecer objetivos de mejora mediante la evaluación y reevaluación.

La administración debe garantizar la disponibilidad de fondos para apoyar los costos incurridos por los programas de reconocimiento al personal que reconocen las contribuciones de los empleados para el funcionamiento eficaz de LAFL. Los gerentes deben desarrollar procedimientos para premios de reconocimiento a los empleados para mejorar las buenas relaciones de los empleados y desarrollar los programas que levantan la moral de todos los empleados de la organización.

La gestión se anima a:

1. Desarrollar un plan para los programas de reconocimiento de los empleados que se vincula con la misión y los objetivos de LAFL.

2. Asignar recursos para ejecutar los programas y proporcionar formación interna para los programas.

3. Promover y actuar como un defensor de LAFL programas de reconocimiento a los asalariados. 

RECOGNITION/REWARD

Employees not only want good pay and benefits, they also want to be valued and appreciated for their work, treated fairly, do work that is important, have advancement opportunities, and opportunities to be involved in the Company. Recognition and rewards play an important role to attract and retain employees. It is the day-to-day interactions that make employees feel that their contributions are appreciated and that they are recognized for their own unique qualities.

WHAT’S MOST IMPORTANT IN A RECOGNITION PROGRAM?

Any organization that can differentiate between, and effectively fulfill, all three levels of concerns (senior management, employees, and managers of the program) may achieve levels of performance they may never have thought possible. In addition, an effective recognition program should meet several essential criteria:

1. The recognition program does not exclude any employee.

2. The employees know exactly what should be accomplished in order to earn recognition and rewards.

3. The manager's success is tied to the employees' success.

Recognition is a leadership tool that sends a message to employees about what is important to the leaders and the behaviors that are valued. Managers can use this tool to help employees understand how their jobs contribute to the Company’s overall goals and how their performance affects the achievement of those goals. Often people have come to accept the notion that an employee is paid to do their job. So why should they be praised for doing

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