Discover how to map out your own custom employee recognition program that suits your business' and employees' needs with clear examples of potential recognition plans.
With approximately 500 employees and locations from Erie, Pennsylvania, to Syracuse, New York, Dunn Tire knew it would need help to roll out and measure its culture change initiative in order to deliver top quality service to customers while being known as a great place to work.
Number of employees:
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Employee recognition, employee surveys
Dunn Tire was struggling to make the connection between the customer experience and the day-to-day actions of employees. As a result, the organization was not setting expectations with its people on how to deliver the desired experience. Different locations delivered the experience in their own way, leading to inconsistencies.
In addition, the company had trouble getting leaders on board with managing the experience. To add to that, there wasn’t an adequate system to objectively measure and show how the culture had an impact on bottom-line results.
Dunn Tire worked with Reward Gateway to refine its existing values with specific and measurable behaviors the organization could hold all employees accountable for delivering. This became the rallying cry of Dunn Tire’s “Mission World Class” – made up of the behaviors every employee can and should do to provide world-class service with every interaction.
Next, the organization implemented a strategic recognition program as a tool for capturing, sharing, discussing and learning from successes and best practices for delivering Mission World Class to colleagues and customers.
Managers and leaders across the company participated in leadership coaching to support strong management habits and ongoing accountability. These sessions focused on specific skills for creating the environment for more engagement.
In order to measure progress, the organization started semiannual employee surveys – asking everyone to share their perspective on how consistently their coworkers deliver the values and behaviors, as well as to measure engagement and leadership skills. Customer surveys were also put in place to effectively measure and track the customer experience at specific touchpoints.
Using the data from the employee survey, customer survey and strategic recognition efforts, leadership gained a 360-degree view of the impact of Mission World Class, which they can now track and make improvements to over time.
Dunn Tire has held a consistently high Net Promoter Score since it started using the metric in 2016. With the retail industry average at 51, Dunn Tire’s NPS is over 60 and has improved each year. It is currently at 69*.
Participation in the semiannual employee surveys is above 90% over the past three years. And employee behavior consistency – that is, how employees feel those around them do the behaviors that support the Mission World Class experience – is above an 8.50 across the board (on a 10 point scale).
Recognition activity is high with 91% participation over the past year. Employees and managers have captured 8,000 examples of successes and best practices since the program began.
Social interaction within the platform has been outstanding year over year with 3,000 comments since January 2018 and 18,000 comments since launch.
participation in strategic recognition program
higher Net Promoter Score than industry average