There's a smarter way to measure engagement in your Employee Recognition Program

Most employees participating in your recognition program have no idea what an acceptable level of performance is – should they be sending three recognitions per month or three recognitions per day? Most managers don’t have at-a-glance access to relevant, meaningful team participation activity and program owners don’t have the ability to establish participation objectives, easily monitor outcomes or compare results against industry benchmarks and best practices.

With RPM, now they do.

RPM stands for Recognition Participation Metrics; this is a key feature of G5, the world’s leading employee recognition system by BIWORLDWIDE. The metrics in RPM allow you to quickly and easily evaluate participation and engagement in your program at the individual, team and program level. RPM is a smarter way to measure program engagement, beyond just focusing on who receives the most recognition. While these metrics are not a proxy for an individual or team’s job performance (nor are they intended to be used in lieu of a formal performance review), they do provide insights that quickly sum up your program’s performance.

What does RPM include?

RPM creates a line-of-sight to five key metrics that measure “active participation,” all tracked through your recognition program website and mobile usage. As a participant in the program, RPM identifies your individual performance and offers a “Participation Score” calculated by applying BIW’s proprietary algorithm to your personal data. As a manager, RPM displays how your team is doing both individually and collectively, applying the same algorithm to your team’s combined data.

The Metrics

• Total Recognitions Sent. This metric sums the number of recognition messages sent by an individual in G5 during a selected period of time. A manager will see each individual’s contributions as well as the aggregate contributions of the team. A manager will also see his or her team’s contributions in relationship to a target, or suggested level of participation, that is relevant to that department, team or work group. For instance, a manager in the accounting department might have a different target for recognitions sent than a manager of a more customer-facing group.
• Total Recognitions Received. The same attributes are true for recognitions received: individual participants see their personal scores on the dashboard and managers see their team’s recognitions received at both the individual and team levels. The recognitions received will be compared to a relevant target as well.
• People I Have (The Team Has) Recognized. This metric helps identify who I am recognizing, or as a manager, who my team is recognizing. This metric raises the question, “Are there a small group of people from other teams that I am recognizing or am I broadly recognizing employees across a wide variety of functions?” A manager’s view is aggregated and may help identify employees on other teams that show particular promise.