Culture of Recognition Strategy

Prior to launch, multiple recognition programs existed, but the employee experience of recognition varied widely across teams and roles. While leaders intended to recognize employees, recognition lacked consistency, behavioral clarity, and alignment to values, leading to uneven impact and application across the organization. 

• Recognition practices varied widely by department and leader rather than being consistent enterprise experiences
   
• Point values and badge structures created inequity and confusion in perceived value
   
• Recognition over-indexed on tenure and events, rather than everyday behaviors and impact
   
• Leaders lacked clear guidance on how to recognize meaningfully and consistently
   
• Rising costs limited long-term sustainability and predictability

• A values-aligned recognition framework defining priority behaviors and cultural expectations
   
• Standardized recognition structures to improve equity, consistency, and financial predictability
   
• A recognition quality standard grounded in the M.I.N.D. framework (Meaningful, In-the-Moment, Noteworthy, Developmental) to guide high-impact recognition
   
• A Manager Recognition Resource Guide to equip leaders with practical tools, examples, and ready-to-use messaging
   
• An HRBP Recognition Activation Guide to support consistent coaching, adoption, and reinforcement across departments

This recognition strategy was intentionally integrated with broader employee experience efforts,  connecting recognition to key lifecycle moments and enterprise engagement priorities. 

• Increased recognition participation by 55%, reflecting stronger adoption and engagement
   
• Increased leader-sent recognition by 130%, strengthening modeling and accountability
   
• Reduced cost per recognition by 34% while improving fairness and consistency
   
• Decreased total reward exposure by 54%, even as recognition activity increased
   
• Shifted recognition from transactional to cultural, reinforcing values, safety behaviors, and everyday impact

This work demonstrates my ability to diagnose issues through data, build scalable and equity-focused systems, and deliver measurable outcomes that strengthen culture, leader behavior, and long-term stewardship.