Bravo! Initiative builds a culture of employee recognition. (Case in Point).

At Dow's Hydrocarbons & Energy business (HC&E), the 1999 results of the annual global employee opinion survey showed low scores in the employee recognition category. Further research revealed a general lack of awareness of who was being recognized and for what. Expectations also varied as to who should initiate recognition in a multi-layered organization.

The Bravo! communication initiative was created to instill a recognition mindset among employees and to achieve cultural and behavioral changes throughout the global organization. HC&E consists of approximately 3,500 employees in 12 large manufacturing sites and three commercial offices spread across four continents. The goal of the Bravo! initiative was to make recognition a more visible element of the business culture by involving employees directly in this cultural change.

OVERCOMING THE STATUS QUO 

Acknowledging that recognition exists "in the eye of the beholder," the communication team took a holistic approach to encompass everything from a heartfelt "thank you!" to formal awards. To promote the project's global impact while maintaining local and personal flexibility, an overarching branding concept was developed that reinforced HC&E's commitment to recognition.

Bravo! was chosen as the logo for its immediate communication value that crosses language barriers. A distinctive orange and yellow color scheme added consistency to the program and strengthened the visual emphasis of materials while conveying an emotional appeal. The tools were developed to catch attention, to be innovative and fun, while allowing people to personalize recognition.

The formal award token, the "Bravissimo," represents an atom--a symbol specifically relevant to the nature of Dow's hydrocarbon business. Each award "atom" goes on a local molecule display and is tracked online.

The communication plan integrated print materials and physical displays with the online environment. Every tool has an online complement: recognition items arrive at employees' desks and can be ordered on the company web site; people can choose to send colleagues a Bravo! postcard or an e-card; they can follow the progress of a Bravo! molecule on the factory floor or online.

GETTING THE BALL ROLLING

To build the momentum necessary to create lasting awareness and stimulate employee engagement, the program was implemented in stages.

Pilot workshops were conducted in manufacturing sites around the world to collect and incorporate feedback from operators to plant managers.

The project was officially launched with a brochure that captured stories gathered at the workshops. Employees saw that the Bravo! principles were deeply grounded in the business culture; they recognized their own concerns and beliefs and supported the concept.

A toolkit of Bravo!-branded items such as note pads, pens, gift tags and postcards was sent to employees to encourage participation. The kits are replenished throughout the year and are complemented with Bravo! e-cards and a Bravo! calendar with tear-off postcards. A quarterly Bravo! newsletter shares tips for using the tools effectively as well as other recognition ideas.

DELIVERING THE MESSAGE

Personal initiative was encouraged by positioning Bravo! as everyone's responsibility. Consistency on the part of leaders firmly established role-model behavior--and Bravo!s credibility. The global branding approach and the universally recognized symbol of the atom/molecule helped promote a greater connection to the business and more visible expressions of recognition, as well as a sense of personal satisfaction for a job well done.

EVALUATING THE OUTCOME

Since initial implementation in January 2001, the Bravo! initiative has achieved positive qualitative and quantitative results, Survey scores on employee recognition have risen by as much as 18 percent at some locations, and there has been significant change in employees' recognition behavior.

People at all levels of the business are making recognition part of their daily routine. An average of 25 Bravissimos are awarded each month, and more than 10 e-cards are sent daily. Today, about 50 percent of all recognition is initiated by peers rather than by leaders, As one employee puts it: "Excellent new resource! I've never met anyone who does not enjoy and appreciate receiving positive recognition or praise for a job well done. In the end we are all happier, healthier and more productive when we feel appreciated and valued."

RELATED ARTICLE: BRAVO! WISDOM: MAKE SURE YOUR RECOGNITION IS...

TIMELY -- Don't wait. Recognition given as close as possible to the event is most effective.

SPECIFIC -- Just saying "well done" won't help people know exactly what it is that you appreciate and value about their contribution. Being specific lets the person know what behavior to repeat in the future.

MEANINGFUL -- Take time to find out what people enjoy so that the recognition you give really means something to them.

APPROPRIATE -- Fit the recognition to the contribution. There are many ways you can just say thank you without having a team dinner or making an award. Match the intensity of recognition to the achievement.

PERSONAL -- Adjust the style, words and method of your recognition to the person. Make sure what you say is unique to that person.

SINCERE -- Appreciation needs to be perceived as sincere and honest to be successful.

Inge Van Halst is global communications manager for the Hydrocarbons and Energy business of The Dow Chemical Co. She won a 2002 Gold Quill Award of Excellence for the Bravo! initiative. Based in Horgen, Switzerland, she can be reached at [e-mail].