Guide To Motivating Employees: University of Colorado Boulder

University of Colorado Boulder
Guide to Motivating Employees
Developed by the Department of Human Resources Updated July !"
Table of Contents
I. Introduction 4
I. Introduction......................................................................................................................4 II. Elements of a Successful Motivation Program.............................................................6 "# # (# *# General $rinciples of Motivating Employees#####################################################% Employee &nvolvement #####################################################################################' Business )iteracy ###############################################################################################' +or,-life &nitiatives############################################################################################.
III. Practices to Inspire Motivation in Your Work Unit..................................................9 "# /ay 01han, 2ou3#############################################################################################4 # Get to 5no6 Employees##################################################################################4 (# Developing an 7lternate +or, /chedule for 2our Unit#################################4 8# Up6ard 9eedbac, #########################################################################################"! *# )/& and :C& :rgani;ational &nventories##########################################################"! %# <ominate /taff##################################################################################################"! '# Create 2our :6n Departmental 76ards $rogram###########################################"" .# Encourage /taff $articipation on Campus########################################################"" 4# Creative Recognition &deas###############################################################################"" I . !reat "ools to !et You Started#...............................................................................$% "# Developing a Departmental Recognition $rogram= /teps##############################"( (# Motivation /urvey= Ho6 to 9ind :ut +hat Employees +ant#####################"8 8# Motivation &deas to Enhance the +or, Environment####################################"8 . Practices to &uild Motivation for Individuals...........................................................$4 # Create a /uccessful Business )iteracy 1raining $rogram ############################"* (# Department Mentoring $rogram####################################################################"% 8# Course :fferings by :rgani;ational and Employee Development ###############"% *# University $erspective $rogram#######################################################################"' %# &nterest 1esting##################################################################################################"' '# 9aculty and /taff 7ssistance $rogram >9/7$? ################################################"' I. W'at You (an and (an)t *o+ Policies, Procedures and !uidelines at t'e Universit- of (olorado.......................................................................................................$9 "# 7dministrative $olicy /tatement >7$/?###########################################################"4 # 1he $rocurement /ervice Center >$/C? $rocedural /tatement= Recognition and 1raining############################################################################################################"4 (# 7dministrative )eave########################################################################################"4 8# /pot 76ards ####################################################################################################"4 *# Ho6 to Enter Cash 76ards in $eople/oft HRM/ ##########################################"4 %# 1a@ability of &ncentive 76ards ####################################################################### ! '# Donations as the /ource for &ncentive Re6ards############################################### !
II. ./0)s..........................................................................................................................1$ III. &i2liograp'-34eading 5ist......................................................................................1% *eveloping a *epartmental 4ecognition Program.........................................................16 /ppendi7 &+ Emplo-ee Motivation Surve-....................................................................18 /ppendi7 (+ /9ards /vaila2le at (U:&oulder.............................................................19
I. Introduction
1he Guide to Motivating Employees is intended to provide effective ideas and tools for supporting employee motivation# Campus supervisors and managers are 6or,ing hard to create and maintain a positive 6or, environment among staffA 6hile also facing budget and management challenges# 1he guide= :ffers concrete ideas to enhance morale and performance B many of 6hich can be implemented readilyA 6ith little or no cost to the department# /ummari;es current research on employee involvement and motivationA offering fresh ideas on ho6 to retain and recogni;e staff using motivational programs and concepts# &ncludes policy information on 6hat is and is not allo6ableA under the fiscal and administrative guidelines at CU-Boulder# &ncludes practices to help motivate individual employees andCor a 6hole 6or, unit# 7 Motivation /urvey can help you find out 6hat employees valueA in terms of personal interests and incentives and annual a6ards programs# 7 sample motivation survey is available on the Human Resources 6ebsite#
W'- Motivate Emplo-ees;

7 successful organi;ation can generally trace its success to motivated employees# 7 loo, at the synonyms for the 6ord DmotivatedE such as induceA moveA provo,eA promptA and causeA sho6s that 6ithout motivation at some levelA nothing really gets started# Ho6everA motivating people can be difficultF there are no magic formulas or programs to motivate individuals# Motivation is also personal# +hile one employee may appreciate time offA the ne@t may enGoy ne6 challenges# 1he basic rule is to discover 6hat your employees 6ant and create a 6ay to give it to them or encourage them to earn it# 9ollo6ing this principle should motivate your employees and allo6 them to become engaged in the success of the campus and your department# &n !!%A and again in !" A classified and e@empt professional staff on the Boulder campus participated in an Employee Engagement /urvey# 1hrough this processA the campus has been able to identify 6hat it is doing 6ell and 6here it can improve# Results and ,ey trends from the surveys are highlighted belo6# &n !" A 4!H of employees sa6 their Gob as vital to the overall purpose of the UniversityA an increase from ..H in !!%# &n !!%A .!H of employees 6ere 6illing to go above and beyond their normal 6or, duties# &n !" A this number increased to nearly .4H# 9rom !!% to !" A the percentage of employees 6ho believe they are utili;ing their talents increased by 4H >'*H overall?# CurrentlyA ' H of employees 6ould recommend a friend to 6or, here >an increase from %!H in !!%?# 8
Employees 6ith a shorter length of service >under t6o years? have been consistently more positive and optimistic about the 6or, environment# &t is vital that campus capture and build on this optimism
+hile employee opinions have improved in regards to recognition programs and re6arding employeesA the !" survey highlighted that this is still a ,ey area to focus on improving# :ur hope is that this guide 6ill help you start recogni;ing those individuals 6ho are 6illing to go above and beyond to ma,e the campus and your department a better place# By effectively recogni;ing employeesA you can help supportA develop and retain great employees 6ho have chosen to 6or, for the University of Colorado Boulder# +ithout recogni;ing and motivating employees in 6ays that are meaningful to them there is a ris, that you 6ill lose them# &n their bestselling boo, on employee retentionA Love Em or Lose EmA Beverly 5aye and /haron Jordan-Evans ran,ed the top reasons emplo-ees remain 9'ere t'e- are+ "# Career gro6thA learningA and development # E@citing and challenging 6or, (# Meaningful 6or,A ma,ing a difference and a contribution 8# Great people *# Being part of a team %# Good boss '# Recognition for 6or, 6ell done .# 9un on the Gob 4# 7utonomyA sense of control over my 6or, "!# 9le@ibilityA for e@ampleA in 6or, hours and dress code ""# 9air pay and benefits " # &nspiring leadership "(# $ride in the organi;ationA its missionA and Iuality of product "8# Great 6or, environment "*# )ocation "%# Job security "'# 9amily-friendly employer ".# Cutting-edge technology 1his list provides a hint of 6hat matters to employeesA 6hich is a ,ey point in employee motivation# <o9 9ould ans9ers from emplo-ees in -our unit matc' or differ from t'is list; 9ind out 6hat matters to them by as,ing B one on oneA in a groupA or using the sample Motivation /urvey# 1hen use principles and ideas from the HR Guide to customi;e an approach to motivating your staffA based on 6hat you learn#
II. Elements of a Successful Motivation Program

$. !eneral Principles of Motivating Emplo-ees &n a recent research studyA personal congratulations by managers of employees 6ho do a good Gob 6ere ran,ed first from %' potential incentives evaluated# /econd 6as a personal note for good performance B 6ritten by the manager# /imple approaches provide some of the most effective strategies for motivating staff# :ther fundamentals include= =no9 -our staff. 7s, 6hat they value and 6hat motivates them# !ive feed2ack. /pecificA on-the-spot praise is goodJ 0$raise in publicCcritici;e in private3 demonstrates respect and achieves results# Partner 9it' staff in ac'ieving t'eir goals. 7s, employees about their career goals and offer related assignments 6henever possible# Educate emplo-ees about the 0business3 of the department and the university# /uch learning can be fulfilling for employeesA and can ma,e them more valuable assets# =eep emplo-ees informed and involved 6ith the big picture at the university and 6ithin the department# /eeing ho6 hisCher role serves the greater mission increases hisCher feeling of connectedness at 6or,# Use re9ards t'at 'ave mutual 2enefitA such as s,ill training and professional development# Use monetar- re9ards sparingl-A and al6ays in conGunction 6ith feedbac,A personal recognitionA etc#
Effective motivation enhances the employeeEs intrinsic sense of accomplishmentA contributionA involvementA and satisfaction# Re6ards that facilitate this usually relate to the mission and values of the organi;ation# >Self Actualization and Self Esteem are the Highest Order of Incentive, 9# Hudet;= http=CCbat.#inria#frCKlangChotlistCfreeClicenceCpapersCre6ardChudet;#html#? Motivators lin,ed to our mission at CU-Boulder might include= Education C professional development Release time to attend classes andCor training sessions Release time to volunteer or participate in campus events Career advancement opportunities Career counseling 7 culture of open communication Mentoring 1ogether 6ith verbali;ed appreciationA these opportunities say loud and clear to employeesA 02our contribution is highly valuedA and your Iuality of life matters to the university#3 /ome may be surprised to learn that monetary re6ards often do not produce long-term performance and productivity results# &n factA some research sho6s that re6ard programs 6hich solely emphasi;e cash incentives can actually 0de-motivate3 staffA by changing the employeeEs focus from hisCher inner sense of accomplishment and contribution to %
attaining the 0carrot3 of the incentive a6ard# >Dump the ash, Load on the !raiseA B# <elson? 1. Emplo-ee Involvement /upervisors can help employees broaden their perspective by regularly discussing strategic issuesA and by supporting involvement in campus organi;ationsA committeesA and training programs such as the University $erspective $rogram # +ith a broadened vie6pointA the employee better reali;es ho6 hisCher Gob supports the mission and vision of the university# 7n employeeEs feeling of 0contributing to the 6hole3 enhances hisCher sense of belonging and satisfaction# 1imes of economic constraint present supervisors 6ith financial challenges as 6ell as an increased sensitivity to employee morale# 9ocusing motivation efforts on enhancing the employeeEs sense of contribution and involvement can be an effective 6ay to ,eep staff motivated# %. &usiness 5iteracBusiness literacy is a popular concept in employee motivation research# Business )iteracy is defined as employees 0thin,ing li,e strategic business partnersA3 or in higher educationA thin,ing li,e department heads# 1he university has an effectiveA businessliterate 6or,force 6hen= Employees understand the big picture of the university Employees become literate in the business of higher education Employees receive direct feedbac, about their impact on customers and on the organi;ational mission Employees ,no6 ,ey contact persons and 6or, procedures on campus
/upervisors play the role of coach to develop business literacy among staff# 1he leader can create systems that enhance strategic thin,ing# Coaching can include financial ,no6ho6A political a6areness >campus and state level?A shared decision-ma,ingA etc# 7 research study by the Business )iteracy &nstitute sho6s ho6 business literacy training impacts organi;ational success# >"eaching Employees the #asics of #usiness$ An O%nership Imperative, 5# BermanA :nlineMagA 7pril !!"#? Results included= (ommunication improved 4"H =no9ledge of t'e 2usiness improved 4"H "rust improved '"H E7penses decreased '8H (as' flo9 improved %.H Profit improved %%H 9or more information on creating a business literacy training programA see p "*# 8# ision and alues +hen employees are involved in developing operational strategies to carry out the vision and values of their 6or, unitA a ne6 level of engagement is achieved# $articipating in a '
group process to6ard this end can be highly motivatingA and it lends itself to strengthened team6or,# /uch a process allo6s individuals to lin, their o6n values and 6or, to the strategic vision of the unit# +hen the supervisor follo6s up this process 6ith ongoing opportunities for participationA it can prove to be a ne6 source of stimulation for the staff member# Lision and values initiatives can also energi;e a de-motivated 6or, group# &t is the role of the leader to create a strategic vision that guides employees in their 6or,# Creating a shared vision ta,es timeA and managers on campus may feel this is the last thing they have time to pursue# But it is an opportunity for all supervisors and managers to rise to the call for leadership# 1his proactive approach is the long-term ,ey to success# +hile this offers challengesA it promotes ne6 involvementA enthusiasmA and productivity on the part of staff# +hen the leader engages everyone in the enterpriseA and generates a shared visionA employees are inspired to do the best they can do# 1he Department of :rgani;ational M Employee Development offers departments a LisionA MissionA and Lalues 9acilitation# Call :ED to set up a session (!(#84 #."!(# 6. Work:life Initiatives :ffering 6or,-life related per,s and benefits is another strategy to increase employee productivity and morale# >A &e% 'eans to Improve !roductivity, !rofita(ility, and Employee 'orale, R# Harrington) :nlineMag? 7t Johnson M JohnsonA employees 6ho used fle@ible 6or, options and family leave policies averaged *!H less absenteeism than among the 6or,force as a 6hole# 7 survey of nine employers in the /mart Lalley &nitiative in California found telecommuters to be *H more productive on the days they 6or,ed at home and !H more productive overall# 7 Nero@ customer service center turned decisions about 6or, schedules over to employees# Employee 6or, teams no6 control the schedulingA resulting in improved moraleA better customer serviceA and a (!H reduction in absenteeism# Many 6or,-life benefits and discounts are available for CU-Boulder staff# 1hese are available on the Human Resources 6eb site# &nformation on initiating a fle@-schedule option for your 6or, unit is available on p# 4#
III. Practices to Inspire Motivation in Your Work Unit

$. Sa- >"'ank You? <othing can beat receiving personal than,s 6hen an employee has put in e@tra effort on a proGect or achieved a goal that you mutually set# &mmediateA specific ac,no6ledgement >01han,s for staying late to finish those calculations & needed# 1hey 6ere critical for my meeting this morning#3? )ets the employee ,no6 6hat heCshe did and 6hy hisCher effort 6as of value# 1his could be follo6ed up by ac,no6ledging the employee at a departmental or 6or, unit staff meeting# Ma,e sure to be deliberate in ac,no6ledging your employeesA 6hich you can do by setting aside time in your day or 6ee, for saying 0than, you#3 1. !et to =no9 Emplo-ees 1a,e the time to meet 6ith and listen to employees# :ne incentive or approach may not 6or, 6ith allA so itEs important to as, staff 6hat motivates them# DonEt be afraid to as, direct IuestionsA li,e 0+hat motivates you to stay hereO3 0+hat 6ould lure you a6ayO3 and 0+hat ,inds of incentives 6ould be meaningful to youO3 /uch Iuestions give you insight into the employeeEs valuesA 6hich you can use in designing incentive programs that 6or,# Using the Motivation /urvey to stimulate dialogue 6ith the employee can also accomplish this goal# %. *eveloping an /lternate Work Sc'edule for Your Unit 7lternate 6or, schedules >fle@ schedules? provide a po6erful tool for management that can be used to fulfill business needsA accommodate a changing 6or,forceA assist 6ith recruitment and retentionA and help employees achieve a better 6or,-life balance# 9le@ schedules reIuire a high level of consideration in vie6 of the operational needs of the university# Developing a fle@ schedule reIuires the support of the appointing authorityA and the program must ta,e into account overtime regulations to ensure compliance 6ith the 9air )abor /tandards 7ct >9)/7?# 7 fle@ schedule may be available to some or all employeesA depending on the needs of the 6or, unit# 7lternate 6or, schedules include options such as= P9our tensP - the employee 6or,s four "!-hour days per 6ee, P<ine-eightyP - the employee 6or,s .! hours over a t6o 6ee, period 6ith one day off every other 6ee,# 1he 6or,6ee, is adGusted to ensure compliance 6ith 9)/7. @ote$+ Please consult 9it' Emplo-ment Services 2efore implementing t'is option.
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Determine if this participation is 6or,-related and can thus be incorporated into an employeeEs set 6or, hours# &f notA create fle@ibility that 6ill allo6 them to rearrange their 6or, schedule to support participation#
PCore HoursP - all employees 6or, coreA reIuired hours >such as 4 a#m#-( p#m#? but are granted fle@ibility to schedule the rest of their shift >such as % a#m#-( p#m#A or 4 a#m#-% p#m#?# &mplementing a fle@ schedule reIuires appointing authority support# &f you 6ish to initiate a programA please 6or, directly 6ith Employment /ervices >(!(#84 #%8'*?A to ensure compliance 6ith 9)/7 regulations and chec, the Human Resources 6ebsite for more guidance# 4. Up9ard .eed2ack Up6ard feedbac, allo6s employees the opportunity to provide constructive input about business practices in your 6or, unit# 1his process can help build trust 6ith staffA especially if their suggestions are implemented to ma,e improvements 6ithin the department# Up6ard 0evaluations3 can help supervisors assess areas for improvement# 7n e@ample of ma,ing this possible is to 0/hado6 a Manager3 or 0/hado6 an Employee3 and learn about the 6or, carried out in other areasCdepartments 6ithin a unit# 1his process can produce e@cellent resultsA but can be challenging# &t should be conducted 6ith the support of professional assistance# :rgani;ational and Employee Development >:EDA (!(#84 #."!(? can provide facilitators to help you conduct the processA and ensure it is handled 6ithin university and legal reIuirements# :ED has a template to use for soliciting up6ard feedbac,# 6. 5SI and A(I ArganiBational Inventories 1he )ife /tyles Inventory (LSI) and Organizational Culture Inventory (OCI) are tools available through Organizational and Employee Development (OED !"!#$%&#'("!)#
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The LSI assists individuals in identi)ying and understanding their thin*ing patterns and sel)+,on,epts# -sing this in)ormation they ,an improve the e))e,tiveness o) their behavior# The OCI analyzes thought and behavior patterns asso,iated .ith an organization or so,ial unit measuring (& di))erent ,ultural styles# The OCI analysis in,ludes an overvie. o) .hat ,ultural styles are most e))e,tive based on the organization/s purpose# These tools have been used su,,ess)ully by many departments at C-+0oulder# OED )a,ilitators .ill assist you in utilizing these inventories#
6. @ominate Staff Recogni;ing employees for one specific achievement or for ongoing contributions is an e@cellent 6ay to let them ,no6 they are valued# CU-Boulder has numerous opportunities throughout the year to nominate staff to recogni;e accomplishments in a variety of areas# +hen you nominate employees for campus-6ideA universityA or state-6ide a6ardsA it brings recognition to the individual and the department# +hether or not the employee 06ins3 the a6ardA they ,no6 that you recogni;e and value their contribution# /ee p# . for a list of campusA universityA and state a6ards for 6hich you might nominate staff#
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8. (reate Your A9n *epartmental /9ards Program &nvolving staff in creating departmental a6ards is a great opportunity to engage them in defining 06hat ma,es a good employee#3 By creating a6ards that relate to the mission of your areaA you increase a6areness and motivation among staff# &n !!"A the CU-Boulder Department of Human Resources initiated a formal recognition program for its staff# 1he program 6as designed by staff to recogni;e e@cellence in performance and service 6ithin the Department of Human Resources# 1he primary goal of the program is to encourage the best from employees 6hile providing incentives for continued e@cellence# 1he a6ard categories are lin,ed to departmental values# Categories used by Human Resources include= Building Community and Respecting DiversityF E@cellence in Customer /erviceF Creativity and 9le@ibilityF 1eam6or, and CooperationF &nternal /piritCBright :utloo, 76ardF <e6 &deas and 1echnologyF the 1ao 76ard M Roo,ie of the 2ear# 7ssistance in creating your o6n departmental a6ards program is available through Human ResourcesF contact Employment /ervices at (!(#84 #%8'*# C. Encourage Staff Participation on (ampus Becoming involved in campus committeesA organi;ationsA and events is a ,ey 6ay for staff to become more ,no6ledgeable about the university# By supporting and encouraging involvementA you are helping employees create a sense of connection that e@tends across departmental boundaries# 7 fe6 e@amples of ho6 and 6here staff can get involved include= Boulder Campus /taff Council Lolunteer as a Commencement Marshall 7ttend the annual ChancellorEs Diversity /ummit 7ttend moviesA and musical or theatrical performances on campus $articipate in training opportunities on campus Use release time to attend Conference on +orld 7ffairs sessions or other campus programs
9. (reative 4ecognition Ideas Even 6ith practices in place to develop intrinsic motivation among staffA sometimes you need Iuic, ideas to re6ard employees in the moment# Employees feel more valued 6hen incentives and feedbac, are given throughout the year# Here are some ideas for no-cost and lo6-cost 6ays to motivate staff# @o:(ost Ideas 1han, or congratulate the employee in person or in 6riting +rite a letter to the employeeEs family telling them about hisCher accomplishments and 6hat it means to you and the department <ominate the employee to serve on a committee or special proGect ""
<ominate employees for a university or campus a6ard <ominate employees to participate in a mentoring program <ominate employees to participate in the University $erspective $rogram Grant release time for staff to participate in the tuition 6aiver benefit for CU courses Grant release time for staff to ta,e free courses offered on campusA li,e *undamentals of SupervisionA +enerations in the ,or-placeA etc# Celebrate the successes of the 6or, unit 6ith a potluc, lunch &nclude 0,udos3 as an agenda item in staff meetings Encourage staff to appreciate each other Get a proclamation or note of than,s from a higher level supervisor to recogni;e the employeeEs accomplishment $ost inspirational messages around the office 7s, staff ho6 they 6ant to be recogni;ed
5o9:(ost Ideas &mplement a peer recognition program in staff meetings by utili;ing nomination sheets that serve to nominate employees for their 6or, based on the departmentEs valuesCvisionCmission# o Can be read aloud at meetings for public praise and could do a dra6ing to 6in a small pri;e o Create a creative title for your program such as 0Buff Buc,s3 Create bulletin board space to laud employees publicly 1reat the employee to coffee or soda and a chat Celebrate the completion of proGects Develop a departmental recognition program )eave a flo6erA balloonA candyA or note in the personEs 6or, area 1a,e picturesA and post 6ith captions describing the great efforts employees ma,e for your department Q"-"! ideas= coffee shop certificateA lotto tic,etA magnetA insulated mugA des, calendarA lunch gift certificateA picture frameA plant Create a Bright &deas a6ard= $aint a light bulb gold or silverA mount it on a clay or 6ooden baseA and label 0Bright &dea 76ard3 $at on the Bac,= Dra6 an outline of your hand on a sheet of colored paper and 6rite a short message that tells employees 6hy they deserve a pat on the bac, Buy staff a boo, related to an area of professional interest /end an employee to a seminar related to hisCher career goals
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I . !reat "ools to !et You Started#

$. *eveloping a *epartmental 4ecognition Program+ Steps Getting /tarted= a# Use the Developing a Recognition $rogram guide to find out the reIuirements and the available resources for developing a recognition program# b# Contact Employment /ervices >(!(#84 #%8'*?# c# /ee, support and commitment from your appointing authority# d# Use input from employees to develop your program# Create a staff committee for this purposeA or as, for input in other 6ays# e# &ncorporate your departmental mission and valuesA to determine 6hat accomplishments and behaviors should be re6arded# f# Use the Motivation /urvey to determine 6hat incentives are valued by staff# g# Revie6 the 7dministrative $olicy /tatement >7$/? on $ropriety of E@penses and the $rocurement /ervice Center >$/C? $rocedural /tatement= Recognition and 1raining ) 7ll recognition and training activities should be Gudged against the 1ests of $ropriety and are subGect to the $/C $rocedural /tatement /ensitive E@penses) Revie6 and approval of formal recognition programs is the responsibility of Human Resources and the appropriate :fficer# Departments must submit a draft program to HRCEmployment /ervices prior to distributing a document for signatures# HR revie6 and approval provides reasonable assurance that the program complies 6ith $/C rules and reIuirements# 5eep in mind that prior to spending University funds for a6ardsA re6ardsA or pri;esA a recognition program must be in place and approved by HR and your Lice Chancellor# Be sure to develop a program before handing out any a6ards# 1. Elements of a Successful 4ecognition Program+ 9or details on creating recognition programs see the Developing a Recognition $rogram guide# a# 7 statement of the departmental mission and values# b# 7 statement of the purpose of the recognition program# c# 7 description of the specific programs and practices your department has decided to implement to enhance motivation 6hich include= 7 description of 6ho is eligible to receive the a6ard >must be more than " eligible person?# Clear description of the recognition a6ard criteria >of the behavior or accomplishment being recogni;ed?# 7n e@planation of the method used to select the 6inner of the a6ard# 7 description of the a6ard itselfA including the a6ard limit or ranges as 6ell as the total aggregate of all a6ards in a given year# 7nd the time line for 6hich the program 6ill be in placeA either continually or for a defined period# "(
%. Motivation Surve-+ <o9 to .ind Aut W'at Emplo-ees Want 1he staff in Human Resources developed a Motivation /urvey that can be used to identify 6hat employees in your area value most# 1he survey includes open-ended Iuestions about the employeeEs goals and interestsA as 6ell as a chec,-list in 6hich the employee ran,-orders those motivators that have the greatest value to himCher# 1his information can be used to better understand employees and to identify effective incentives for individuals# &deallyA supervisors might use a completed survey to initiate dialogue 6ith individual employeesA in order to deepen communication and set goals# "'e surve- is availa2le on p. 16. Departments can modify or tailor this survey to suit their needs# 4. Motivation Ideas to En'ance t'e Work Environment 1he follo6ing practices assist in creating a 6or, culture that enhances employee motivation= Create a 6or, environment that is openA trusting and fun Encourage ne6 ideasA initiative and creativity &nvolve staff in decisions that affect themA and provide opportunities for feedbac, Give employees reasonable control of their 6or, processes and environment -empo6er themJ Continually praise your best employees and deal 6ith lo6 or marginal performers individually# Help individual employees lin, personal goals 6ith organi;ational goals $rovide ne6 and interesting 6or, assignments 6hen possible Hold 0rap sessions3 6ith staff to find out their vie6s and ideas 7ccommodate personal needs and problems 6hen possible Create a fle@ible 6or, schedule that meets the business needs of your unit Ensure a safe 6or, environment +rite your departmentEs biggest challenge on a piece of poster board in a common area# &nvite staff to 6rite solutions on the sheet and revie6 in one 6ee, $rovide immediate feedbac, Help employees prioriti;e and organi;e their 6or,# 1o ma,e ne6 employees feel 6elcomeA develop a formal 6elcome program# Determine 6hat employees are motivated by >this is 6here the motivation survey helps?# Consider implementing creative compensation for e@cellent employees >i#e# paid par,ing for a certain number of monthsA fle@ible 6or, hoursA etc#? 1ype the follo6ing phrases into Google 0Motivating Employees3A 0Employee Recognition3A 0&nspiring Employees3A 0Employee 7ppreciation3A and 0Employee Engagement3 you 6ill find a variety of additional information about this topic#
. Practices to &uild Motivation for Individuals

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$. Motivating 9it' Performance Management /upervisors should 6or, individually 6ith each of their employees to find out 6hat motivates them and develop a plan to6ards implementing those motivations# By allo6ing the employee to describe their o6n personal goals and incentives the supervisor has the opportunity to tie them to performance and supervisorEs e@pectation of a successful employee# Engaging employees in the $erformance Management process can be an effective motivational tool# 1he $erformance Management $rogram 6as designed to be a 6or,ing document that allo6s for appropriate collaboration bet6een the employee and supervisor in developing goals and encouraging communication and dialogue during the coaching and evaluation aspects of the process# +hile collaboration is not a reIuired element of developing a performance planA allo6ing an employee to develop or have input on one or more of their goals can send a strong message to the employee that their supervisor is supportive of their professional gro6th and development and genuinely interested in their success# Employees 6ho are engaged in the process of developing their o6n goals often challenge and hold themselves accountable to attain greater successA sometimes even more than a supervisor 6ould 6hen unilaterally developing a plan# 7llo6ing input on and incorporating goals that encourage employees to develop professionally in areas for 6hich they are most interested or passionate is one of the best 6ays to attractA developA motivate and retain outstanding employees# 1his can be accomplished through incorporating goals in a performance plan that 6ill e@pand their ,no6ledge of current Gob duties or encourage them to develop ne6 s,illsA often through training and the application of that training in the 6or,place# 9or more information on the performance management process and ho6 it can be used as an effective motivational tool in the 6or,placeA please consult 6ith the :ffice of )abor Relations by calling (!(#84 #!4*% or visiting the Human Resources 6ebsite at http=CChr#colorado#eduClrCpmC$agesCdefault#asp@# 1. (reate a Successful &usiness 5iterac- "raining Program /hare critical numbers and reports that reflect your departmentEs progress to6ard goals and obGectives and reflect the impact of individuals# Discuss this information 6ith staff# Revie6 the mission and vision# 1his provides everyone 6ith a sense of 6here they belongA 6here they are goingA and ho6 they are going to get there# &t is a critical element in ensuring everyone feels a part of the organi;ation# Communicate freIuently# /hare information being discussed at higher levels of your organi;ation and other places on campus# Discuss ho6 decisions at the state and university levels impact your area# Encourage professional development and participation in training opportunities# >$lease visit the Human Resources 6ebsite for a list of courses and seminars offered by :rgani;ational and Employee Development# $rovide immediate feedbac, about staff performance# )et the positive out6eigh the negativeA but communicate fran,ly about both# "*
&nvolve :rgani;ational and Employee Development or Human Resources as a strategic partner in your planning#
%. *epartment Mentoring Program Mentoring programs provide effective succession planning strategies that benefit an organi;ation in many 6ays# Mentoring programs can be valuable tools in recruitmentA retentionA ,no6ledge transferA and 6or, force development# Mentoring can also contribute to the promotion of diversity in an organi;ation# Mentoring involves a mentor and mentee 6or,ing together to help develop the menteeEs ,no6ledgeA s,illsA and abilities in a particular area# 1he mentorEs role is to serve as a teacherA coachA and advisorA and offer their insight and e@perience# Employment mentoring programs are most successful 6hen the purpose and process for the program are clearly defined# /ome e@amples of a mentor programEs purpose include= assisting the department 6ith succession planning activitiesF providing learning opportunities for ne6 and ne6ly promoted employeesA increasing retention of valuable employeesA improving representation of underrepresented employees in management positionsA and enhancing morale and productivity# /ome tips and best practices from organi;ations 6ith mentor programs include the follo6ing= - &nvolve employees in the design of the program as this allo6s for program clarity and buy-in# 7dditionallyA setting up a pilot program may help to develop a 6or,ing model and refine guidelines and reIuirements# - /uccessful mentoring programs reIuire support from upper administration in order to sustain themselves# 9or e@ampleA have top leadership involved in the program through their participation and through other forums# - Ma,e the program transparent and available to all employees# - /et a specific duration for the mentor relationship 6ith a beginning and end date >it is fine if the mentor relationship naturally e@tends beyond this time?# - :ffer guidelines or a trainingCmeeting for mentors and mentees in order to provide guidelines and tips that might be helpful# - 9le@ibility is ,ey B provide mentors and mentees 6ith the ability to reevaluate the program and their o6n progressR,eep the process simple and informal# - Encourage mentors and mentees to avoid 6or, conflicts by infusing mentoring into oneEs e@isting 6or, i#e# via Gob shado6ingA special assignmentsA teleconferencingA field tripsA readingA 0home6or,3A and 0problem area3 chats as mentoring tools# - &nvolve supervisors by letting them ,no6 about the programA inviting them to orientationsA and encouraging mentees to share their mentoring progress# - Recogni;e mentors and mentees services via an a6ard or gathering once per year# 4. (ourse Afferings 2- ArganiBational and Emplo-ee *evelopment Many development opportunities for staff e@ist right here on campus# :rgani;ational and Employee Development >:ED? offers a variety of multi-day courses ranging from basic computer s,ills to fundamentals of supervision at no cost to employees or departments# 9or those unable to attend a multi-day formatA shorter s,ills-development 6or,shops are presented by ,no6ledgeable campus staff and are generally t6o to four hours in length# "%
1hese 6or,shops cover such topics as Customer /erviceA Emotional &ntelligenceA 1ime ManagementA and Communication# # Lisit the Human ResourcesC :rgani;ational and Employee Development .ebsite for more information# 6. Universit- Perspective Program 1he University $erspective program is sponsored by the 0oulder Campus 1i,e Chan,ellors
Chan,ellor and System 2dministration# The program/s ob3e,tive is to e4pand sta)) *no.ledge beyond their individual department and ,ampus to provide a broader understanding o) the -niversity o) Colorado system# 5arti,ipants engage in discussions 6ith various ,ey administrators to learn about the
universitySs internal processesA and its interactions 6ith the legislatureA Board of RegentsA etc# +ith their ne. perspe,tive and insights parti,ipants ,an ,ontribute more meaning)ully to C-+
0oulder/s mission and goals# 6or in)ormation on ho. to nominate an employee )or this program ,onta,t !"!#$%&#'("! or visit the Human Resources 6ebsite#
6. Interest "esting Counseling and $sychological /ervices offers interest testingA including= M-ers:&riggs "-pe Indicator DM&"IE 7ssesses an individualSs preferred 6ays of ta,ing in information and ma,ing decisionsA based on JungEs theories of personality type# Strong Interest Inventor- DSIIE Compares an individualEs interests 6ith those of people 6ho li,e their occupationsA based on the Holland :ccupational Codes#
Counseling and $sychological /ervices is located in the Center for Community >C8C?A Room /88!# $hone= (!(#84 #%'%%# <ominal fees are assessed for interest testing# :rgani;ational and Employee DevelopmentA 6ithin the Department of Human Resources offers= 4eal (olors 9or centuriesA people have searched for 6ays to pee, into the human mind# 1he Gree, philosopherA scientist and physicianA Hippocrates 6rote that all human beings could be divided into four distinct personality types# Real Colors is an instrument based on the more modern 1emperament theories developed by David 5eirsey# &t is designed to help people recogni;eA acceptA learn to value and understand human behaviors to improve empathy and communication in the 6or,place#
8. .acult- and Staff /ssistance Program D.S/PE 9aculty and /taff 7ssistance $rogram >9/7$? is a confidential counselingCconsulting service designed to provide assistance to faculty and staff for personal or 6or, related concerns that may interfere 6ith Gob performance# 1he 9/7$ staff can help you deal more effectively 6ith a variety of concernsA 6hich may include depressionA problem drin,ingA drug abuseA interpersonal conflictsA career e@plorationA and Gob-related stress# "'
/ervices are free of chargeF si@ sessions per calendar year# Detailed information is available on the Human Resources 6ebsite#
".
I. W'at You (an and (an)t *o+ Policies, Procedures and !uidelines at t'e Universit- of (olorado
$. /dministrative Polic- Statement D/PSE $ropriety of E@pense provides guidance for the appropriateness of e@penses made using university funds# 1. "'e Procurement Service (enter DPS(E Procedural Statement+ 4ecognition and "raining. 1his $/C $rocedural /tatement= a? sets forth University rules and reIuirements for using university funds to pay for training and recognition activitiesF b? is designed to provide reasonable assurance that recognition a6ardsA re6ardsA and pri;es distributed by the University are properly categori;ed and subGect to appropriate ta@ reportingF and c? is designed to ensure the proper capture and reporting of recognition a6ardsA re6ardsA pri;es given to employeesA associates and other individuals >including students?# 7ll recognition and training activities should be Gudged against the 1ests of $ropriety and are subGect to the $/C $rocedural /tatementA /ensitive E@penses# %. /dministrative 5eave 7dministrative leave >described in Colorado Department of $ersonnel DirectorEs 7dministrative $rocedures *-"4 and *- !? is discretionaryF it provides for the appointing authority to grant paid time to employees for reasons determined to be for the good of the state# 9or e@ampleA if an employee has performed e@ceptionally 6ell B above and beyond e@pectations B on a departmental or campus proGectA this 6or, might be considered for the good of the stateA and the appointing authority could choose to grant the employee administrative leave on this basis# More information about 7dministrative )eave is available on the Human Resources 6ebsite# 4. Spot /9ards /pot a6ards and other types of cash a6ards must be prudently managed in times of financial challenge# +hen a department develops its o6n re6ardCincentive programA it may include the use of immediate cash or non-cash incentive re6ards in recognition of special accomplishments or contributions throughout the year# /uch a6ards could also augment annual performance a6ard payments# >$ersonnel DirectorEs 7dministrative $rocedure (- "#? Developing such a program reIuires appointing authority approvalA and the departmentEs criteria for receiving an a6ard must be clearly communicated to all employees in advance of implementationA in order to assure the policy is applied consistently# 9or more information on ho6 to develop a departmental recognition programA see Developing a .ecognition !rogram +uide # 6. <o9 to Enter (as' /9ards in PeopleSoft <4MS 7 cash a6ard is entered in $eople/oft HRM/ as a one-time paymentA through time collection# &nformation on processing monetary a6ards for staff through the $eople/oft system is available on the $ayroll and Benefit /ervices 6ebsite= "4
http=CC666#cusys#eduCpbsCpayrollCresourcesCdo6nloadsC$B/-$rocedures-Guide#pdf# Detailed information on 76ards >9or /pecial Recognition or 7chievement? is provided on pages * and % of the $B/ $rocedures Guide# Cash a6ards 6ill sho6 up in the employeeEs monthly pay stub and 6ill affect the rate of ta@ation# 1he :ne 1ime $ayment form can be do6nloaded at= https=CC666#cu#eduCpbsCformsCdo6nloadsCadditionalpay#pdf 6. "a7a2ilit- of Incentive /9ards 1he value of the recognition a6ardCpri;e generally is considered as being income to the receiving employee andA as suchA is subGect to reporting and ta@ation on the employeeSs 9orm +- # &mplementation guidelines related to employee recognition at the University of Colorado and information about Reporting and Recording Recognition 76ardsA Re6ards and $ri;es can be found 6ithin the $/C $rocedural /tatement= Recognition and 1raining# @A"E+ 7ll cash a6ards are reportable on an employeeSs +- regardless of dollar amount# <on-cash a6ards of Q"!! or less are <:1 reportable on the +- A unless they e@ceed Q"!! in aggregate in any calendar year# 1he Q"!! threshold does not apply to gift certificates# 7ll gift certificatesA regardless of the dollar amountA are reportable on an employeeSs 9orm +- and must be entered into $eople/oft HRM/# 'a-e sure to notify your employees of these reporting re/uirements) 8. *onations as t'e Source for Incentive 4e9ards &n times of financial constraintA there are still creative 6ays to procure incentive a6ards for employees# Many restaurants and other businesses in Boulder rely on the patronage of CU facultyA staffA and students for their survival# Many vendors are 6illingA 6hen as,edA to contribute to staff recognition programs# 1a,e the initiative to inIuire about gift certificates or other items that a local business might contribute to use for staff incentive re6ards# <:1E= 7ll gift certificates >purchased or donated?A regardless of the dollar amount are reportable on an employeeSs 9orm +- and must be entered into $eople/oft HRM/# /ee &mplementation Guidelines in the $/C $rocedural /tatement= Recognition and 1raining#
II. ./0)s
Q: /+ What are the advantages of an employee motivation program? Emplo-ee motivation programs can 'elp -ou improve and en'ance emplo-ee performance and morale. Employees e@perience greater satisfaction from their 6or, 6hen they feel valued and are generally recogni;ed for their contributions# Motivation programs can help an employee understand hisCher role in fulfilling the mission of the department and the university# Motivation programs can also assist 6ith recruiting and retaining top Iuality staff# What are the disadvantages of employee rewards programs? Emplo-ee re9ards can 2e de:motivating 9'en emp'asis is placed solel- on attaining t'e re9ard. 1o be effectiveA a re6ards program must enhance employeesE feelings of connection 6ith the underlying purpose of their 6or,A such as ,no6ing ho6 their efforts relate to the mission of their department and of CU-Boulder# &nstilling a sense of employee o6nershipA increasing participationA and teaching business literacy are all 6ays to cultivate intrinsic motivation# /ee section on Elements of a Successful 'otivation !rogramA p# "(# What are the top motivators for employees? (urrent researc' lists t'e top motivators as+ Challenging 6or, Recognition Employee involvement Job security Compensation 1he most effective employee motivation programs solicit input from employees about 6hat has value to them# /ee template for the Employee Motivation /urvey# 9or more motivatorsA see p# *# Where do I begin? Where can I get help? "'is Guide To Motivating Employees is a good start. Read the sections that interest you# 1here are numerous boo,sA professional GournalsA and other resources available about employee motivation and other management-related topics# 1here are also free resources available to you through /,illsoft and Boo,s 8C'# 1he Department of Human Resources 6ants to support your effortsA and can provide strategic consultingA ideasA and information on the practices described in the H. +uide# )et us be a resource to youJ >(!(#84 #%8'*? an I use rewards to augment performance management? Yes, if -ou esta2lis' -our departmental a9ards program and criteria in advance and implement it consistentl-. /ee Developing a Departmental .ecognition !rogram) "
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University of Colorado Boulder Q: /+ Q: /+
an time off be granted as a reward? Yes, a supervisor 'as t'e discretion to grant administrative leave. /ee section on Administrative LeaveA p# ".# !ow do I get management buy"in? Emplo-ee motivation programs promote ne9 involvement, ent'usiasm, and productivit- on t'e part of staff. $resent your supervisor 6ith compelling information about the results of implementing employee motivation strategies# /ee section on Elements of a Successful 'otivation !rogramA p# "(# 7lsoA read a fe6 of the recommended boo,s or articles to support your case 6ith data# What rewards are allowable in terms of state and university rules? Immediate cas' or non:cas' incentive re9ards are allo9a2le in recognition of special accomplishments or contributionsA as long as the department had previously established such an a6ards program >see section on /pot BonusesA p# ".?# &n such a caseA the departmentEs criteria for granting an a6ard must be clearly communicated to all employees in advance of implementationA in order to ensure the policy is applied consistently# /ee Developing a .ecognition !rogram +uide) What ta# rules apply to cash and non"cash awards? /ll cas' a9ards, regardless of dollar amount, are reporta2le on an employeeEs 9orm +- and must be entered into $eople/oft HRM/# <oncash a6ards greater than Q"!! >individually or in aggregate? during the calendar year are reportable on the +- # $re gift certificates reportable on an employee%s &orm W"'? /ll gift certificates Ddonated or purc'asedE, regardless of dollar amountA are reportable on an employeeEs 9orm +- # Departments are reIuired to enter the information into $eople/oft HRM/# /ee section on "a0a(ility of Incentive A%ards, p# "4# !ow do I process a cash award? (as' a9ards are processed as a one:time pa-ment t'roug' PeopleSoft <4MS >time collection?# /ee section titled Ho% to Enter ash A%ards in !eopleSoftA p# ".#
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III. &i2liograp'-34eading 5ist

"'e follo9ing 2ooks 9ere used as resources in developing t'e <4 !uide to Motivating Emplo-ees.
BlanchardA 5en and Michael :EConnor# 'anaging #y 1alues# Berrett-5oehler $ublishersA "44'# Bloc,A $eter# Ste%ardship$ hoosing Service Over Self2Interest) Berrett-5oehler $ublishersA "44(#
CohenA 7llan and David Bradford# Influence ,ithout Authority$ A &e% ,ay to +et "hings Done at ,or-) John +iley M /onsA "44!# CollinsA Jim# +ood to +reat$ ,hy Some ompanies 'a-e the Leap and Others Don3t # HarperCollinsA !!"# HarrisA Jim# +etting Employees to *all in Love %ith 4our ompany # 7merican Management 7ssociationA "44%# HesmathA Dave and )eslie 2er,es# 567 ,ays to Have *8& at ,or-# Berrett-5oehler $ublishersA "44'# Jordan-EvansA /haron and Beverly 5aye# Love Em or Lose Em$ +etting +ood !eople to StayA Edition# Berrett-5oehler $ublishersA !! #
nd
<elsonA Bob and 5enneth Blanchard# 7667 to 'otivate Employees# +or,man $ublishing CompanyA "448# <e6 2or, /tate Mentoring Report >/eptember !! ?# 'entoring$ .eport of the 'entoring ,or- +roup) Retrieved :ctober (!A !!4 from= http=CC666#cs#state#ny#usCsuccessionplanningC6or,groupsCMentoringCMentoringH !Report H !9inalH !Report#pdf <ielsenA Du,e# !artnering %ith Employees$ A !ractical System for #uilding Empo%ered .elationships # Jossey-Bass $ublishersA "44(# $ryorA Jeff > !! ?# Regis University Master of <onprofit Management Characteristics of Best and +orst Jobs /urvey# Retrieved 7ugust ("A !!4 from https=CC6orldclass#regis#eduC7ngelUploadsCContent#
"'e follo9ing articles 9ere used as resources for t'is Guide. "eaching Employees the #asics of #usiness$ An O%nership Imperative, 5aren Berman A &e% 'eans to Improve !roductivity, !rofita(ility, and Employee 'oraleA Robert J# Harrington Self2Actualization and Self2Esteem are the Highest Order of IncentivesA9ran, C# Hudet; 8sing 1ision and 1alues to reate a High !erformance OrganizationA Michele Hunt Instilling a Sense of O%nership Among EmployeesA Dr# Ed6ard )a6lerA &&& Asset Appreciation !roduces #est .eturnsA Bob <elson #e reative ,hen .e%arding EmployeesA Bob <elson Intrinsic 'otivation in 4our Incentive !rogramsA Bob <elson Dump the ash, Load on the !raiseA Bob <elson Involving ustomers in Employee .ecognitionA Bob <elson Simple +estures ount the 'ostA Bob <elson (
A Literate #usinessA John /chuster Do Employee .e%ards and .ecognition !rograms ,or-O /mall Business 9orum reating an O%nership ultureA Matt +ard http$99managementisa:ourney)com9;67696<9fascinating2num(ers2top2<2employee2motivators9, Robert 1anner
*eveloping a *epartmental 4ecognition Program

1he Developing a .ecognition !rogram +uide is a comprehensive resource on developing a recognition program 6ithin the rules of the University as 6ell as e@plaining the best practices in employee recognition# 1he guide includes ample e@planations and e@amples of all the elements reIuired in a recognition program as outlined belo6 in the basic recognition model#
Basic Recognition Program Template

Recognition Program Name: Program Duration: (Is this a one-time program or ongoing?) Department Mission, Vision, Values: (While including this in the program document is optional, it is critical that your program align with your departments mission, vision and values.) Recognition Awards: (List as many as determined with the following information) Recognition Categor : ( ay include one or more of the following categories! erit (e"cellence), Length of #ervice, #afety, or $articipation) %eep in mind these have specific definitions according to the $#& $rocedural #tatement! '(ecognition and )raining.* erit (or e"cellence) is the most common category for recognition. !"o is #ligible for t"e Award: ((emem+er to +e specific, e.g. classified and e"empt professional staff, faculty, students, or several types.) Recognition Description and Criteria to meet: (&riteria should +e specific and easily identifia+le. (efer to the $#& $rocedural #tatement! (ecognition and )raining for e"amples.) $ndi%idual Award to be &i%en, $ndi%idual Cost 'imits or Range: (What is to +e awarded, e.g. cash, gift card, etc., and what is the award limit or range) (ow often Award is &i%en: (,nnually, com+ination of several.) onthly, as needed. It can +e a
Description of )%erall Nomination and *election Met"od: ()his can +e used for all of the recognition awards, or can +e descri+ed for each individual award to allow variation in the selection method.) Description of )%erall Program Cost, 'imits and+or Range: (#ome -& areas re.uire description of the source of funds for awards). Appro%al:
Departmental Appro%al: (signature) ______________________________________ (uman Resources Appro%al: (signature) ______________________________________ )fficer Appro%al: (signature) ______________________________________
/ppendi7 &+ Emplo-ee Motivation Surve-
Universit- of (olorado at &oulder Emplo-ee Motivation Surve<ame= TTTTTTTTTTTTTTTTTTTTTTTTT Date= TTTTTTTTTTTTTTTTTTTT
<:1E= Completing this survey is voluntary# 2our ans6ers may help determine methods to re6ard and recogni;e your efforts on behalf of our department and the University in the future# (areer "# +hat s,ills are you interested in developingO # +hat 6ould you li,e to be doing in five yearsO (# +hat classes are you interested in ta,ingO
&usiness 8# +hat do you li,e best about the 6or, environmentO *# +hat changes could be made in the 6or, unit to improve your 6or,ing conditions or Gob satisfactionO %# +hat changes could be made to improve the productsCservices 6e provide to customersO
!eneral '# Ho6 do you li,e to be recogni;ed for your effortsO Choose your recognition style preference= a# formally recogni;ed by the departmentCunit b# informally recogni;ed by the manager c# both d# other= TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT .# &n 6hat hobbies or special activitiesA if anyA do you li,e to participateO
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Emplo-ee Motivation Surve-, page 1

Please c'eck all items t'at appeal to -ou as recognition for an accomplis'ment+ Money Job promotion $rofessional developmentCconference $laIueCcertificate 1ime off 7dmin )eave for /chool or Lolunteer 7ctivities 1han, you note 9le@ible 6or, schedule $ublic praiseCthan,s 7utonomy over daily 6or, schedule EducationCclasses or seminars 1elecommuting &ncreased responsibilities 6ithin current Gob Campus or departmental committee 6or, :ther= TTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTT Please rank order t'e top five incentives -ou listed a2ove+ "# # (# 8# *# <o- and lo6-cost motivation strategiesA li,e most of the options aboveA are both effective and fiscally responsible options for campus departments# :n occasionA thoughA a department may recogni;e an outstanding achievement 6ith a gift certificate or similar a6ard# &n the event you should be recogni;ed for an accomplishment in this 6ayA please ans6er the follo6ing Iuestions= W'ic' t'ree stores39e2sites 9ould make t'e 2est gift certificates for -ou; "# # (# W'at are -our t'ree favorite restaurants; "# # (#
"'ank -ou for completing t'e surve-#
/ppendi7 (+ /9ards /vaila2le at (U:&oulder

<ominating an employee for an a6ard is significant recognition# +inning an a6ard is 6onderful and sometimes provides a monetary incentive# 1here are several campus and university a6ards that are available to recogni;e and re6ard deserving faculty and staff# 1he follo6ing is a list of some available a6ards# 9or more information on selection criteria and application processesA please contact the specific a6ard committee or contact person# /lumni 4ecognition /9ard 1he 7lumni Recognition 76ard honors CU-Boulder alumni 6ho celebrate the 9orever Buffs tenets of engagingA contributing and celebrating their CU pride through their e@traordinary service to CU-Boulder# Contact the 7lumni 7ssociation at (!(#84 #.8.8 for more information# 9orms are also available on the 7ssociationEs +eb page at 666#cualum#orgCa6ards# &./ E7cellence /9ards for .acultEach year the Boulder 9aculty 7ssembly presents up to t6elve a6ards for faculty e@cellence# Up to four a6ards each 6ill be presented for e@cellence in the areas of= 1eachingF /erviceF and ResearchA /cholarly M Creative +or,# DetailsA including nomination instructionsA are available by calling (!(#84 #% '" or on the B97 6ebsite= http=CC666#colorado#eduC9acultyGovernanceCa6ards &uff Energ- Star /9ard 1he Buff Energy /tar 76ard $rogram is a voluntary program to sho6caseA recogni;e and re6ard building proctors that reduce energy 6aste and improve efficiency 6ith the assistance of the Campus /ustainability :ffice M 9acilities staff# 1o nominate your building for the a6ardA call (!(#84 #"8 * or get information from the follo6ing 6ebsite= http=CC666#colorado#eduCfacilitiesmanagementCaboutCconservationCenergystar#html ('ancellorFs (ommittee on Minorit- /ffairs Service 4ecognition /9ard 1his a6ard recogni;es the continuing efforts of CU-Boulder campus units to create a diverse and supportiveA learningA 6or,ingA and living environmentA as 6ell as their commitment to promoting an understanding of multicultural issues# 1his a6ard is presented during the 7nnual Campus Diversity /ummit# 9or more information contact the :ffice of DiversityA EIuity and Community Engagement at (!(-'(*-"(( or http=CC666#colorado#eduCodeceCcampusclimateCcacma#htmlUcriteria# ('ancellor)s (ommittee on Women /9ards 1he CC+ a6ards recogni;e individuals or units on campus that sho6 a clear commitment to supporting 6omen and 6omenEs issues in several areasA such as providing 6omen 6ith promotion and training opportunities for leadership roles and 4
creating mentoring opportunities# 9or detailed information http=CC666#colorado#eduCdiversityCcc6Ca6ardspage#html# ('ancellor)s Emplo-ee of t'e Year 1his is presented annually to one CU-Boulder classified or professional e@empt staff in recognition and appreciation for e@ceptional Gob performance# 1he a6ard includes a pri;e of Q"A*!! and a plaIue# Contact= :ffice of )abor RelationsA (!(#84 #!4*%# EGuit- and E7cellence /9ard 1his a6ard is given to students 6ho have demonstrated academic achievementA outstanding service to the university communityA and service to racially andCor culturally diverse communities# 9aculty and staff 6ho receive this a6ard have made significant accomplishments in and efforts to6ard promoting the principles of academic e@cellence and cultural pluralism and diversity# $resentation of this a6ard ta,es place each year at the EIuity and E@cellence BanIuetA usually in 7pril# Contact= :ffice of DiversityA EIuity and Community Engagement at (!(-'(*-"(( # !eorge @orlin /9ard 1he George <orlin 76ard honors alumni of the University of Colorado at Boulder for distinguished lifetime achievement# &t recogni;es outstanding alumni 6ho throughout their lives have demonstrated a commitment to e@cellence in their chosen field of endeavor and a devotion to the betterment of society and their community# Contact the 7lumni 7ssociation at (!(#84 #.8.8 for additional information# 9orms are also available on the 7ssociationEs +eb page at 666#cualum#orgCa6ards# =alpana ('a9la Autstanding 4ecent !raduate /9ard 1his a6ard recogni;es CU-Boulder alumni 6ho have made e@ceptional contributions to their field 6ithin ten years of leaving CU# 1he 76ard recogni;es outstandingA career achievement as 6ell as significant contributions to the community andCor the University# # Contact the 7lumni 7ssociation at (!(#84 #.8.8 for additional information# 9orms are also available on the 7ssociationEs +eb page at 666#cualum#orgCa6ards# "'e President)s *iversit- /9ard Up to one a6ard per campus is given for the best implementation of the diversity plan at the academic or administrative unit level# 9acultyA staffA andCor students of any unit that has a diversity plan may be eligible to be nominated for this a6ard on behalf of the unit# <ominations must come from the ChancellorSs office# 1he deadline for receipt of the nomination and all supporting documents is typically in 9ebruary# 9or more informationA please contact= :ffice of the 7ssistant Lice $resident of 7cademic 7ffairsA (!(#84 #.4""A https=CC666#cu#eduCcontentCpresident!(4sdiversitya6ard 4o2ert 5. Stearns /9ard 1he /tearns 76ard recogni;es outstanding members of the current CU-Boulder faculty and staff# &t honors e@ceptional achievement or service in any oneA but usually a (!
combination of the follo6ing areas= outstanding teachingA e@traordinary service to the UniversityA e@emplary 6or, 6ith studentsA significant research andCor off-campus service to the community# 1he 76ards Committee considers the Iualifications of staff nominees separately from the Iualifications of faculty nominees# Contact the 7lumni 7ssociation at (!(#84 #.8.8 for additional information# 9orms are also available on the 7ssociationEs +eb page at 666#cualum#orgCa6ards "'omas Hefferson /9ard 1his University a6ard is given to persons 6ho advance the ideals of 1homas JeffersonA 6hich include= broad interests in literatureA arts and sciencesA and public affairsF a strong concern for the advancement of higher educationF a deeply seated sense of individual civic responsibilityF and a profound commitment to the 6elfare and rights of the individual# <ominees should be members of the teaching facultyA student bodyA or staff >classified or professional e@empt? 6hose achievements reflect superior performance in their normal 6or, or scholarship and notable participation in humanitarian activities# 1he a6ard is one of the UniversitySs highest honors and includes an engraved plaIue and a cash honorarium for each recipient# +inners are invited to a $residential ceremonial banIuetA and the campus of the a6ard 6inner provides additional recognition at commencement# 1he nomination deadline occurs early in the spring semester# 1he nomination pac,et is limited to ! pages and must include a current resume and at least three supporting letters# More complete information on deadlines and the nomination process may be obtained from the 1homas Jefferson 76ards CommitteeA D6ire (* A University of ColoradoA Colorado /pringsA C: .!4((# Universit- of (olorado Staff (ouncil Service E7cellence /9ard 1his is an annual a6ard for one classified or professional e@empt staff at the University# 1he a6ard is given to one Iualified individual per campus and to one person from University system administration and includes a pri;e of Q"A!!!# 1he purpose of this a6ard is to recogni;e individuals 6ho have provided outstanding volunteer service to their campus# Contacts include= CU-Boulder /taff CouncilA (!(#84 #*8'(F and /ystem /taff Council# Women W'o Make a *ifference 1his annual a6ard is sponsored by the +omenEs Resource Center and is designed to recogni;e the staffA students and faculty 6omen at CU-Boulder 6ho have made a difference in the lives of others# Contact= +omenEs Resource CenterA at (!(#84 #*'"(# 7dditional information is available at= http=CC666#colorado#eduC+omensResourceCenterCinde@#html
("
:ther a6ards may e@ist at departmentalA schoolCcollege or division level for 6hich you may 6ant to nominate employees#

Guide To Motivating Employees: University of Colorado Boulder

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