Recognition by Design’s Bravo Recognition Strategy Proven as Best Practice in "New Economy" by the Saint Louis Business Journal
Midwest Company's Powerful Low Cost Strategy Impacting Bottom-Line.
St. Louis, MO, February 22, 2010 --(PR.com)-- Recognition by Design's Bravo Strategy has recently been hailed as an effective Best Practice for the "New Economy" by the Saint Louis Business Journal.
According to the Saint Louis Business Journal, “When a local business owner opened his start-up business four years ago, his goal was to create a distinctive and 'unusually sticky' environment for employees.
“Aspiring to be a 'best place to work', is one thing, but accomplishing that designation requires some walk behind the talk. In September, his company received the ultimate compliment from its employees when it ranked No. 4 among small businesses in the Dallas Business Journal’s 'Best Places to Work' award program.
“Most companies focus on the bottom line, or where their revenue steam is coming from, but we try to create programs to make sure employees know we care about our people over the long haul."
"We’re improving the way we do business and how we manage people," said a Southwest region president at Weber Shandwick, which ranked No. 10 among midsize Best Places to Work companies by DBJ. "That’s why we have client retention and that’s why we’re growing."
Edward Durham, CEO of Recognition by Design, a Midwestern Recognition Service Company, acknowledges “Employee Recognition budgets are taking a big hit when companies look for ways to save money, but what is surprising is that many cost cutters are discovering it was never the expensive rewards that made employee recognition successful.” What made a recognition program successful was how it was communicated.
Durham went on to emphasize “successful companies in this new economy won’t have large budgets for rewards; they realize that they can spend far less on creating a Culture of Appreciation. Communication often includes Awards, not point programs, but the emphasis should always be the sincere expression of measureable performance stemming from personal efforts.”
Conflicting Motives:
Recognition often takes a back seat to compensation, and this is exactly where companies fail to realize it wasn’t the paycheck that got them their profit, in fact, it was their employees’ commitment to the achievement of the company’s goal…it’s an employee’s engagement with commitment to achieving the goal that brings desired results.
Durham concluded without apology stating; “Companies failing to recognize the human need to be recognized for their individual contribution, is equivalent to believing a car doesn’t need lubricants to run smoothly. Stockholders needs are met by making a profit; employees’ needs are met by being recognized for their individual contributions in fulfilling stockholders expectations.”
For more information, visit www.recognitionbydesign.net.
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According to the Saint Louis Business Journal, “When a local business owner opened his start-up business four years ago, his goal was to create a distinctive and 'unusually sticky' environment for employees.
“Aspiring to be a 'best place to work', is one thing, but accomplishing that designation requires some walk behind the talk. In September, his company received the ultimate compliment from its employees when it ranked No. 4 among small businesses in the Dallas Business Journal’s 'Best Places to Work' award program.
“Most companies focus on the bottom line, or where their revenue steam is coming from, but we try to create programs to make sure employees know we care about our people over the long haul."
"We’re improving the way we do business and how we manage people," said a Southwest region president at Weber Shandwick, which ranked No. 10 among midsize Best Places to Work companies by DBJ. "That’s why we have client retention and that’s why we’re growing."
Edward Durham, CEO of Recognition by Design, a Midwestern Recognition Service Company, acknowledges “Employee Recognition budgets are taking a big hit when companies look for ways to save money, but what is surprising is that many cost cutters are discovering it was never the expensive rewards that made employee recognition successful.” What made a recognition program successful was how it was communicated.
Durham went on to emphasize “successful companies in this new economy won’t have large budgets for rewards; they realize that they can spend far less on creating a Culture of Appreciation. Communication often includes Awards, not point programs, but the emphasis should always be the sincere expression of measureable performance stemming from personal efforts.”
Conflicting Motives:
Recognition often takes a back seat to compensation, and this is exactly where companies fail to realize it wasn’t the paycheck that got them their profit, in fact, it was their employees’ commitment to the achievement of the company’s goal…it’s an employee’s engagement with commitment to achieving the goal that brings desired results.
Durham concluded without apology stating; “Companies failing to recognize the human need to be recognized for their individual contribution, is equivalent to believing a car doesn’t need lubricants to run smoothly. Stockholders needs are met by making a profit; employees’ needs are met by being recognized for their individual contributions in fulfilling stockholders expectations.”
For more information, visit www.recognitionbydesign.net.
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Contact
Recognition by Design LLC
Ned Durham
314-303-2050
www.RecognitionbyDesign.net
Ned Durham
314-303-2050
www.RecognitionbyDesign.net
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