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Birds, Employees, and Rewards

Recently, the world of behavioral science lost one of its most interesting and remarkable subjects. An African Grey parrot named Alex, who had learned to identify 50 different objects, 7 colors, 5 shapes, and quantities up to and including 6 died unexpectedly at the age of 31. Alex taught the scientific community a great deal about avian intelligence and sparked some heated debate regarding the concept of language. But, as important as any of this, the experiments with Alex taught us how to elicit appropriate behaviors.

Organizational success, in a large part, depends on its ability to elicit appropriate behaviors from employees on a regular basis. So, what can organizations learn about shaping the behavior of its employees from the incredible life of Alex the African Grey parrot? Plenty. Here are a few lessons from Alex that can help you develop an effective Employee Rewards Program:

1. Identify the specific behavior you want to promote – The first step in promoting behavior is naming it. What behavior do you want to see? What behaviors will have the greatest positive impact? When Alex’s research trainers decided to teach him to count, they began by targeting a number (1). This number would provide a good starting point and could be built on for future learning. It would set him apart from other birds trained to mimic speech and to do other “tricks.” Likewise, when your organization targets the behaviors you want to promote, consider if it makes good sense and if it will have a positive impact. You can start with broad range of behaviors like “improve friendliness,” but should then tighten its focus on a single observable behavior. To that end, the behavior could be, to “thank every customer.” As in the case of Alex, it provides a behavior to build on and will have a strong positive impact. Being specific makes it easier to measure and reward in a way that promotes success.

2. Identify an appropriate reward – In the case of Alex, the reward was based on what he found interesting or tasty. It was practical and effective to teach him to identify a peanut using a peanut as a reward. The same concept can be applied to your rewards program. Employees might find taking friends to lunch on the company’s dime rewarding. In addition to being rewarding, it is an appropriate reinforcement for being friendly. To ensure that rewards serve their purpose, it’s a good idea to use a survey to identify rewards that employees find most desirable. In my personal experience, I have found “I ♥ Quality” buttons to be less than rewarding, but something like this is often the “reward” attached to reward programs. It is important to remember that an expensive, solidly built plan can be completely derailed by a less than rewarding reward. Do you think Alex would have accomplished all he did for the promise of a single poppy seed?

3. Give out prizes publicly – When teaching Alex to identify objects, researchers set the bird on an empty perch and allowed him to watch as a second researcher named the desired object and received it as a reward. The researcher makes a big production out of receiving the reward because he/she knows that the more delicious and desirable the peanut seems, the more likely the bird is to copy the behavior. After watching this several times, Alex decided to elicit the behavior in order to get in on the reward. This phenomenon is called “Modeling” and it is one of the uniquely “human” learning concepts that sets us apart from the animals. This is especially relevant to our rewards program. Since everyone will not win, it is essential that employees can be influenced to behave properly by simply witnessing others exhibiting the behavior and getting rewarded for it. If you had to reward everyone, every time, it would be impractical and too costly to be worth the organization’s resources and efforts. Learning through modeling is what makes a rewards program work. The lottery works for roughly the same reason. “If I spend that dollar, that could be me!”

4. Support the new behavior – Often times, an organization asks for one behavior, while rewarding another. For example, an organization might work to promote new ideas and innovation from employees while using a performance appraisal form that punishes failed projects and mistakes. Once a behavior is learned or promoted, it needs to be supported systematically to survive. In the case of Alex, the concept of identifying the number of items grew and continued to be used as he learned other concepts. Asking and rewarding performance to questions like “How many blue?” or “How many peanuts?” kept the counting concept fresh and rewarding. In the case of our rewards program, supporting the new behavior of “thanking every customer” by adding a “friendliness to customers” dimension to the performance appraisal form would provide a way continue and build on the rewards program behavior. It is good practice in any organization to check the alignment of their performance improvement system with their mission and goals. Often, when they do so, they find systems that do not support each other and, in many cases, work against each other. Ideally, all systems should be working together to move the organization in the desired direction.

One of the great lessons the science of psychology has taught us during its history is that although we seem much different from animals, we react and behave in a similar manner. If we are rewarded for a behavior, we tend to do it again. When we want to influence our dog’s behavior (to sit), we find ways to reinforce that behavior (doggie treats), just as when we want to influence our child’s behavior (make the bed), we find ways to reinforce that behavior (video game). So whether you are setting up an Employee Rewards Program, or teaching your bird to talk, you can benefit from the lessons learned from Alex the African Grey Parrot.

More info on Alex: click here

Emotional Intelligence at Work

The most successful people in business are often some of the most intelligent, well-educated and hard-working individuals in their respective fields. However, studies indicate that in addition to these qualities, most of them share a genial nature, resilient approach and an optimistic temperament.
In other words, it may take more than a high score on a traditional IQ test to predict success at work. The abilities described above are a part of the emotional skill that people possess that has been labeled by psychologist Daniel Goleman, Ph.D. as "Emotional Intelligence." Goleman refers to emotional intelligence, in part, as the ability to restrain negative feelings such as anger and self-doubt, and instead focus on positive ones such as confidence and congeniality. It is his claim that people with high EQ do very well in life, perhaps even better than those with high IQ.

Exactly what is Emotional Intelligence?

The term encompasses the following five characteristics and abilities:

1. Self-awareness--knowing your emotions, recognizing feelings as they occur, and discriminating between them

2. Mood management--handling feelings so they're relevant to the current situation and you react appropriately

3. Self-motivation--"gathering up" your feelings and directing yourself towards a goal, despite self-doubt, inertia, and impulsiveness

4. Empathy--recognizing feelings in others and tuning into their verbal and nonverbal cues

5. Managing relationships--handling interpersonal interaction, conflict resolution, and negotiations

Emotional Intelligence (EQ) at Work

People who lead in organizations need a high EQ because they are often the "face of the organization." How they react in interpersonal situations has an impact on how the organization is viewed. As an extreme example is the leader of a company that manufactures temporary housing who fails to recognize the emotional impact of a natural disaster may make a mistake in expressing his/her excitement at the business opportunities that arise from such an occurrence. In lower level leadership, EQ remains an important success factor due to the interactions first line supervisors have with employees on a daily basis. Having an ability to read the mood and level of interests of others and then being able to choose a course of action to lift and motivate them will almost always improve performance. Additionally, having the self-awareness to recognize and control emotional reactions combined with strong conflict resolution skills helps maintain a stable, appropriately focused working environment.

It is easy to see how EQ can impact performance as an individual contributor. Considering the increasing importance of teams in today's working world, it is obvious that any role that requires teamwork relies heavily on interpersonal insight and proficiency. Even the smartest, most experienced workers can have a negative impact on team performance if they fail to find ways to get along with others. In a more solitary role like sales, individuals still need to demonstrate high EQ to recognize how a potential customer is feeling. Success often depends on the ability to identify the customer's needs. The salesperson is constantly asking, "Is it time to push for a sale or would it be smarter to step back and continue to probe for concerns and build the relationship?" Even in the case of an assembly line worker in an industrial setting who may have little interpersonal contact, the benefits of high EQ can be easily demonstrated. Those better equipped to deal with frustration and pressure may be less likely to make mistakes or become injured through poor decision making.

Teaching Emotional Strength

Many organizations are beginning to realize the importance of EQ and have started to measure and build this important set of attributes. Because patterns of emotional intelligence are not fixed, it is possible to target and improve aspects of EQ through assessment and training. Many of the competencies that make up EQ are easily tapped through a number of personality assessments, allowing organizations to provide individuals with important developmental feedback that can be used to improve overall performance and leadership potential.

While traditional IQ is relatively fixed over time, with the proper motivation and tools, EQ can be developed and improved. Many organizations work to identify the aspects of EQ that are most essential to success. Once this is done, they are able to use formal assessment tools to identify strong candidates and to target areas for development. Working with an executive coach, for example, an individual who has trouble controlling anger can learn to identify the emotion more effectively and develop mechanisms that prevent counter-productive outbursts. An individual who has trouble demonstrating empathy can learn to build trust by learning active listening techniques and skill in appropriately expressing concern for others.

What Does It All Mean?

None of this is meant to minimize the importance of cognitive ability. If one lacks the cognitive ability to perform the necessary functions of a position, all of the emotional intelligence in the world will not make up for that deficiency. However, cognitive ability alone may not be enough to ensure success. Both research and the experiences of successful organizations continue to build the case that it may be at least as important for employers to consider the personality and emotional skills necessary for success in a given position, along with the necessary cognitive requirements.

The good news for both individuals and organizations is that EQ can be developed through coaching and training.

The Importance of Cultural Fit

When it comes to sizing up job candidates, cultural fit is just as important to consider as qualifications.

That's why hiring managers must use their heart and not just their head during the selection process. Your company should use insight to assess how the job candidate's character and personality -- not just skills -- will fit into the corporate culture.

People are your company's best, most important investment. This is especially true for executives and others in key positions that have the greatest potential to impact your bottom line.

Whether you need a senior-level executive or a department manager, you cannot afford to hire the wrong person. If you do, you could encounter a negative hiring experience, which can cost valuable time and money. Poor hiring situations can equate to lost production and business -- not to mention other tangible costs related to interviewing, placement fees, relocation, and training. Minimum figures for executive turnover are reportedly four to five times the annual salary.

What Is Corporate Culture?

By definition, corporate culture is "the act of developing intellectual and moral faculties, especially through education." But in a broader sense, it's "the moral, social, and behavioral norms of an organization based on the beliefs, attitudes, and priorities of its members."

Every organization has its own ideals, which are often based on the values of the founders or top management. At Atlanta-based Home Depot, for example, keeping all employees interested in the business is a top priority. All new employees -- even executives -- spend two weeks working on the sales floor, learning what customers want and need, and receiving a ground-zero view of the company's core business.

Your culture, for instance, might emphasize respecting others and working as a team. If that's the case, you should focus on hiring people who have demonstrated these characteristics in their previous work experiences.

How To Choose The Best Candidate For Your Culture

So exactly how do you determine if a prospect is the best match for your organization? Although some companies rely on culture and personality assessments, there's no scientific formula for hiring success. A positive employment experience requires a combination of background research, assessment and pure instinct.

First, you must clearly define, clarify and understand your company's core values. Review the ideals that are expressed in your organization's employee handbook, training sessions, marketing materials, and mission, vision, and goal statements. This will give you a "measuring stick" for weighing the behaviors required for success in your corporate culture with the prospective employee's character.

Next, thoroughly investigate the job candidate's work performance and relationships from previous positions to ensure you have an accurate sense of his or her personality. Then simply factor in experience, education and other important considerations to determine which candidate best fits the position and your culture.

Article Content from: 123-Character-education.com