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Rewarding Teams : Lessons From the Trenches
 
 
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Rewarding Teams : Lessons From the Trenches [Paperback]

Glenn M. Parker (Author), David Zielinski (Author), Jerry McAdams (Author)
5.0 out of 5 stars  See all reviews (7 customer reviews)

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Book Description

0787948098 978-0787948092 February 2000 1
Using actual case studies from a variety of leading companies, Rewarding Teams provides a blueprint for building team reward programs that spur development and success. The book focuses on the three most important types of team-based rewards programs--recognition plans, project team incentives, and group incentives--offering readers detailed advice on how they can create and implement such programs themselves. Twenty-seven profiles of team reward and recognition plans from today's top companies give readers an in-depth look at how these plans work in actual practice. They also provide the basis for the set of best principles included in the final chapter.

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Editorial Reviews

Review

"In today's world, where virtual, global teams are often the norm, Rewarding Teams delivers reward and recognition strategies that can make a real difference in the effective management of teams-a necessity for individuals and organization in the twenty-first century." --Tim Walker, director, Bristol-Myers Squibb, Center for Leadership Development

" 'Lessons from the Trenches' are the operative words here: the authors have spent a lot of time in companies, seeing what works and what doesn't. If you're trying to figure out how to reward you company's teams-and these days, who isn't?-this is the book for you." --John Case, executive editor, Harvard Business School Publishing

"At last, a book that demonstrates how two dozen top companies use rewards to make teams work. A useful handbook for human resource and line managers alike." --Jon R. Katzenbach, senior partner, Katzenbach Partners LLC

From the Inside Flap

Work teams have become an essential part of business in almost every industry, yet most companies still rely on outmoded compensation systems geared only to individual performance. Rewarding Teams is a resource for managers on the front lines who are looking for practical advice about how to design and implement team-oriented incentives, rewards, and recognition systems that will advance their organization's cultural and strategic objectives. The authors identify the three most important reward systems for teams--recognition plans, project team incentives, and organizational unit incentives--and provide numerous examples of how today's top companies are using them to spur the development and success of their work teams. Twenty-seven case studies from organizations including Chase Manhattan, Ralston Purina, Lotus Development, Bayer, and Rockwell Automation describe in detail how each company designed and implemented their systems. These case studies show readers how to handle a variety of difficult issues such as whether to use cash or non-cash rewards, dealing with team members who don't pull their weight, combining plans for maximum impact, and communicating clearly about compensation. The authors summarize key solutions from all the case studies in the book's closing chapter. By shining a light on struggles, successes, and lessons learned by real-world organizations, Rewarding Teams gives readers the guidance and tools they need to tackle the formidable task of building compensations programs that appropriately and effectively reward and recognize the work of teams.

Product Details

  • Paperback: 256 pages
  • Publisher: Jossey-Bass; 1 edition (February 2000)
  • Language: English
  • ISBN-10: 0787948098
  • ISBN-13: 978-0787948092
  • Product Dimensions: 9.1 x 6.2 x 0.6 inches
  • Shipping Weight: 14.1 ounces (View shipping rates and policies)
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (7 customer reviews)
  • Amazon Best Sellers Rank: #1,504,880 in Books (See Top 100 in Books)

More About the Author

As a consultant for more than 30 years, Glenn Parker has helped create high-performing teams at hundreds of organizations including Novartis Pharmaceuticals, Merck & Company, Bristol-Myers Squibb, Philips-Van Heusen, Telcordia Technologies, BOC Gases, and the U. S. Coast Guard. He is a internationally recognized workshop facilitator, organizational consultant and conference speaker in the area of teamwork and team meetings. Glenn has drawn upon his experience in the field to author some 16 books including several best-sellers such as Team Players and Teamwork, Rewarding Teams: Lessons from the Trenches and Cross Functional Teams: Working with Allies, Enemies and other Strangers; widely used instruments such as the Parker Team Player Survey and manuals for practitioners such as 50 Activities for Team Building and Team Depot: A Warehouse of 585 Tools to Reassess, Rejuvenate and Rehabilitate Your Team. His seminal work on team player styles was featured in the best-selling CRM video, Team Building II: What Makes A Good Team Player? Glenn is one of only 75 management thinkers recognized in the recent book, The Guru Guide. His latest books are Meeting Excellence: 33 Tools to Lead Meetings That Get Results(2006) and Team Players and Teamwork:New Strategies for Developing Successful Collaboration, Completely Updated and Revised 2nd Edition (2008), both published by Wiley. He is currently creating the Parker Team Series: 10 practical booklets on various aspects of successful teamwork, published by HRD Press.

Glenn is the father of three grown children and currently lives in the Princeton, NJ area with his wife, Judy. In his spare time he is an active volunteer with the American Cancer Society where he helped create RUN FOR DAD, a Father's Day event designed to raise awareness about prostate cancer which, in 2009, just its seventh year, drew more than 1,000 participants.




 

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10 of 12 people found the following review helpful:
5.0 out of 5 stars An invaluable guide for team-based reward and recognition., July 23, 2000
By 
This review is from: Rewarding Teams : Lessons From the Trenches (Paperback)
"Certainly there are good books for compensation professionals on the technical aspects of designing incentive plans for teams, and handbooks that offer creative laundry lists of recognition ideas of individual contributors. But there are few sources for people on the firing line looking for practical advice coupled with real-life examples of how to design reward and recognition systems for teams, not individuals. This book provides practical advice and detailed examples of effective organizational unit (group) incentives, project team incentives, and recognition plans. It is for managers in organizations that have made a commitment to a collaborative culture and who want to create effective reward systems for teams...At the heart of this book are case studies of reward plans in companies large and small, in many industries, and of many cultures...Whenever organizations try to make teamwork the norm, many supporters become frustrated because the usual reward-and-recognition programs don't support it. In this book, the fictional BIZCOM Corporation and its managers show how frustration about teams can turn into success. BIZCOM's trials and tribulations are based on the authors' years of experience working with organizations" (from the Preface).

In this context, Glenn Parker, Jerry McAdams, and David Zielinski:

* describe BIZCOM, a fictitious company that wants to use a team approach to adress a critical business problem, and discuss team and organizational development issues such as vision, sponsorship, membership, stakeholders, launches, training, coaching, management style, and organizational support.

* discuss reward and recognition systems, communications and performance feedback, and training and development tools for creating a team-based organization.

* introduce an organizing model for rewards, and discuss organizational culture. At this point, they argue that "One general description of the whole organization's culture is possible, although organizations are made up of a number of suborganizational units, each with a slightly different culture. Accounting has a different culture than marketing. Manufacturing has a different culture than customer service. Hopefully, they are aligned with the overreaching organizational culture, with the differences simply reflecting the nature of the work they do". And they also argue that "One of the keys to success in improving organizational performance is to ensure that reward plans reinforce the desired culture, or at least attempt to reduce the gap between the existing and desired culture".

* define six types of reward plans: (1) individual base compensation and benefits, (2) individual capability (competency), (3) individual incentives, (4) recognition, (5) project team incentives, (6) organizational unit incentives. (But throughout the book they mainly focus on the last three plans - more detailed examination of these plans in several companies and review of their experiences see Chapters 3-5).

* summarize how you can best utilize project, recognition, and group incentive plans to improve teamwork and organizational performance as lessons from the trenches (more detailed discussion of these trenches see Chapter 6):

(1). Customize the plan.

(2). Align plans with business objectives.

(3). Send the right message.

- create many winners, few losers

- involve employees in the selection process

- trust the folks

(4). Use noncash as well as cash awards.

- noncash awards are not limited to recognition plans

- give a few big awards and lots of small ones

- pay the taxes on noncash awards

(5). Communicate, communicate, communicate.

- never assume people understand

- tell people how they are doing - all the time

- reinforce the messages

- role modeling works

(6). Create a smorgasbord of plans.

(7). Budget for recognition activities.

(8). Keep administration in mind.

(9). Payoffs are in the eye of the beholder.

(10). How plans are introduced and operated is paramount.

Finally, they argue that "There are no silver bullets. There is a good will, faith in the value of employee contributions, good business judgement, and willingness to act on a strategy of teamwork reinforced by rewards and recognition plans. We've learned how to manage financial, fiscal, and customer capital. Leveraging human capital is the challenge for the next century. Reward and recognition plans designed to encourage teams and teamwork is one way to meet that challenge".

I highly recommend this invaluable study to all executives and HR professionals.

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3 of 3 people found the following review helpful:
5.0 out of 5 stars A practical and timely topic, October 24, 2000
By 
William McClung, Jr. (Little Silver, NJ United States) - See all my reviews
This review is from: Rewarding Teams : Lessons From the Trenches (Paperback)
Rewarding Teams is a helpful and practical book that addresses a topic that is very timely in our "virtual" team business world. The case study format from real organizations adds credibility and makes it very user friendly. The failures, successes and lessons learned approach is a great way to find out invaluable information that can be applied to your organization. It has certainly helped me assist my constituents in the mostly uncharted area of team recognition and rewards versus individual.
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4 of 5 people found the following review helpful:
5.0 out of 5 stars Rewarding Teams: Lessons from the Trenches, March 30, 2000
By A Customer
This review is from: Rewarding Teams : Lessons From the Trenches (Paperback)
An easy read with real life examples and the resulting lessons. The identification of best principles is great. This goes beyond just saying what others are doing (best practices) to the principles under-pinning the practices. If rewarding teams is your interest, you will benefit from this book.
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Inside This Book (learn more)
First Sentence:
Teams: the approach that just won't go away. Read the first page
Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
organizational unit incentive plans, organizational unit incentives, project team incentives, bucket bonus, account services teams, award payouts, noncash awards, recognition budget, recognition plans, incentive payouts, primary business objectives, payout levels, reward plans, rewarding teams, plan payouts, business literacy, core project team, team bonus, plant goals, company merchandise, suggestion teams, employee engagement
Key Phrases - Capitalized Phrases (CAPs): (learn more)
Great Plains, Rockwell Automation, Think Big, Derby Dash, United States, Suggest One, President's Achievement Awards, Tag You Win, Best of Breed, Susan Vitale, Top Dog, Materials Processing, Soaring Eagle, Individual Base, New York, Ralston Purina Company, Community Health Care, John Chin, President's Cup, Roaming Buffalo, Aleta Richards, Allison Smith-Thomas, Malcolm Baldrige National Quality Award, Quality Bucks, San Francisco
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