Staff Reward System Guidelines Proposal

The staff reward system will complement the faculty reward system in encouraging and recognizing excellence in performance from the members of the College community. All staff of the College of Food, Agricultural, and Environmental Sciences (herein referred to as College) may be considered for and are eligible to be recipients of awards in recognition of their achievements and outstanding performance.

The staff reward system will complement the faculty reward system in encouraging and recognizing excellence in performance from the members of the College community.  All staff of the College of Food, Agricultural, and Environmental Sciences (herein referred to as College) may be considered for and are eligible to be recipients of awards in recognition of their achievements and outstanding performance.

Through this reward system individuals will feel acknowledged for their accomplishments, contributions, and performance. College staff will be motivated and inspired to continuously strive for excellence. This system will serve as a guidepost as we move toward our preferred future.

For the purpose of this document, rewards are cash or non-cash awards (formal or informal) accessible to all staff within the College in recognition of outstanding performance. They are an important adjunct to the existing compensation program and play an integral component in making the College a compelling place to work and learn.

Rewards:

•   are given for achievements that align with the College vision and reinforce the values of the College.

•   must be meaningful to the recipient.

•   serve as mechanisms to clearly communicate the value of an individual or team to the organization.

•   convey gratitude on the part of the organization.

•   promote the celebration and appreciation of colleagues.

Key components of a reward system include:

•   formal and informal modes of recognition.

•   support to sustain on-going and novel awards.

•   a reliable performance evaluation system that will serve to create an environment where staff can excel and align performance with organizational goals.

•   selection processes that are regarded as equitable.

•     mechanisms to ensure implementation within departments and across the College.

College Values

Shared values must be incorporated into our patterns of thought and action if we are to have a culture that supports the College vision.  It is important that members of the College community understand and promote these values.

We value a culture where:

… new ideas are encouraged and input is appreciated;

… communication is open and effective;

… professional growth is supported and recognized;

… talents are utilized;

… trust and respect are cornerstones of our community; and

… the reward system communicates the value of the individual to the organization.

As a College, we value staff whose contributions allow for the effectiveness and success of the College.  More specifically, we value staff who:

… appreciate diversity;
… relish new challenges;
… serve as contributing members;
… express a willingness to help advance the organization;
… continuously improve the services provided to our customers/clientele; and
… enhance the quality of work life for co-workers.

We value staff who demonstrate professionalism and performance characteristics that foster excellence. They consistently maintain a high level of dependability. Their responsiveness and timeliness allow for continued accomplishment of College/unit goals and missions. Their self-motivation garners credibility for themselves as well as the College and university communities.

Recommendations for Enhancing the College Staff Reward & Recognition System  

A.     Ensure the implementation of a reliable annual performance review process.

An annual review provides the opportunity for staff to align their performance with organizational goals and establish priorities for professional growth.  Guaranteeing the opportunity for meaningful communication, reflection, and planning is key to achieving excellence.  The use of rewards that are creative, flexible and meaningful to the employee is a means of providing recognition of achievement and excellent performance.

For detailed information refer to Attachment 1 and Handbook for the Core Performance Management Process, OSU, Office of Human Resources, 3/99.

B.  Establish awards committees at the College and departmental/unit levels.

Few College departments/units have active reward and recognition committees working on behalf of staff.  (See attachment #2.)  Therefore, we suggest the College recommend formation of staff awards committees within departments/units and the College to facilitate three functions: 1) nominations for OSU/CFAES/OARDC/OSUE/ATI awards, 2) creation and implementation of informal awards to express appreciation for outstanding performance, and 3) design of selection processes regarded as equitable.  Such committee activity provides an opportunity for on-going commitment and progressive thinking within the departments/units and the College to continuously develop innovative ways to recognize and reward staff.  Additionally, the College must ensure all members of the College are informed and educated in the steps necessary for staff to receive awards.

Information received in the College Staff Survey conducted this past spring reveals that monetary rewards for a job-well-done are most important to 75% of the respondents.  When considering non-monetary rewards, 56% of staff responding preferred a thank you note from the department chair or unit head above other types of recognition. A starting point for discussions of informal awards is provided in section II, numbers 1 and 2 of the College Staff Survey as well as ideas shared in the "Reward Vision Challenge Team, Third and Final Report: Alternative Types of Rewards, Section B."

C.  Expand the formal staff award program in the College.

A reward system must communicate the value of the individual staff member to the College as well as to their individual unit. According to a recent listing, formal awards presented by the College focus on faculty. (See attachment #3.) Within the College there are five major areas of staff performance: 1) administrative, 2) academic, 3) research, 4) outreach, and 5) facilities and outdoor operations. Acceptable work is required of all; exceptional work will be rewarded.  Support and acknowledgement from the College for exceptional work in these areas is integral to continued high level of staff performance.

1.       We suggest the College create an annual CFAES Staff Citizenship Award. 

This annual award would acknowledge efforts making a difference in the work place through communication, fairness, problem solving and contribution to the common good.

2.  We suggest the College create the following annual distinguished staff awards:

·   CFAES Distinguished Staff Award for Research – support of research programs

·   CFAES Distinguished Staff Award for Outreach – support of outreach programs

·   CFAES Distinguished Staff Award for Academic Programming – support of academic programs

·   CFAES Distinguished Staff Award for Administrative Support – support of administrative services

·   CFAES Distinguished Staff Award for Facilities and Outdoor Operations – support of College facilities and outdoor operations  

It is recommended the CFAES awards mentioned above in sections 1 and 2 include:

·   Monetary compensation (cash award or base salary adjustment),

·   An individual plaque, and

·   A rotating plaque to which each recipient's name is added.

3.       We suggest establishing CFAES Staff Longevity Awards.

ATI, OARDC, and OSU Extension have established systems for honoring staff longevity in addition to the awards provided through the University. There is currently no longevity award system in place for staff holding partial or full appointments on departmental general funds accounts.  We recommend steps be taken to establish a longevity award system for these employees, thereby providing equitable recognition of long-term staff across all College units.

4.  Participation in the Roads Scholar Tours.

We suggest instituting a program, as mentioned in the "Reward Vision Challenge Team-Third and Final Report", inviting various staff members to participate with the Roads Scholar Tours and accompany the Vice President and Executive Dean as he travels Ohio speaking to alumni and commodity groups.  A suggested name for this program is "Traveling Companions Program."

D.     Nurture a Culture of Inclusion and Involvement.

The Staff Survey conducted in spring 2000 identified several characteristics of the College culture that are very important to a significant majority of our staff as contributing members of the College:

§      Open communication regarding unit and College policies and decisions that affect staff.

§      Knowledge that staff contributions and opinions are valued and sought by their supervisors, their units, and the College.

§      Encouragement to exercise independent judgment and to try new ideas on issues related to their respective positions.

§      Ability to fully utilize staff skills and strengths to make a positive difference.

§      Ongoing assessment of staff roles and accomplishments that celebrate contributions and identify opportunities for continued growth.

 

It is gratifying to note these characteristics align closely with the College values listed earlier in this document. It appears this alignment defines a foundation for a compelling place to work. The College has made significant strides in the past few years to expand the role of staff as true partners in the work of the College.  It is our recommendation that ongoing conversations and new opportunities for strengthening these partnerships become an intentional and integral part of our continuing culture change.

Attachments:

#1. Overview of a Performance Review Process

#2. Rewards Policy & Procedures by FAES Departments and Budget Lines

#3. Table of Existing Awards

Sources:

CFAES Faculty Reward System Guidelines for Annual Performance Review, Promotion, and Tenure.

CFAES Staff Survey, "Strengthening the Quality of Work Life for Staff in the College of Food, Agricultural and Environmental Sciences," Staff Advisory Council, Spring 2000.

College Goals and Objectives.

College Vision Statement.

"Handbook for the Core Performance Management Process," OSU, Office of Human Resources, 3/99.

"Policy and Procedure Manual, 'Reward and Recognition,'" OSU, Office of Human Resources (#3.15), 1/5/00.

"Rewards & Awards for Faculty and Staff," OSU, CFAES, July 1999.

"Third and Final Report: Alternative Types of Rewards," CFAES Reward Vision Challenge Team, June 18, 1999.