ASQ - Team and Workplace Excellence Forum

May 1999

Articles

Kid's Stuff

Quality On Trial: Achieving Success At A Law Firm

Baskin Robbins' Best Flavor

Kung Fu Theatre



Columns

Let's Go To The Oasis
by Peter Block


Features

Sorry We're Closed: Diary Of A Shutdown

Brief Cases
Business News Briefs

Views for a Change

Pageturners
Book Review

The Quality Tool I Never Use

Sites Unseen

 
Views For A Change

The Ashland Chemical Company has long maintained a formal recognition program to recognize accomplishment by the members of our engineering division. The process involves a standing team whose responsibility is to solicit candidates from within and outside the division to be recognized for their accomplishments and contributions, and to provide various (non-financial) forms of recognition for these individuals or teams.

The engineering recognition team has asked me to assist them with some fresh new ideas regarding:
1. How to ascertain what types of accomplishments should be recognized? How can we better describe the concept of “outstanding?” How do we distinguish between “outstanding” work, and “just doing what is required by the job?” We always seem to disagree on this distinction within the recognition team.
2. Is there still value in the concept of “individual” recognition? Aren’t most projects accomplished by teams, or by individuals in association with their staff members? We’re not sure whether individual recognition makes all that much sense any more.
3. What do other companies do to recognize members of their professional staff? How can you design a recognition program that would be considered valuable and not “fluff” by traditionally technical associates such as engineers?

Carol Christobek
Quality Director
Ashland Chemical Co.
Dublin, Ohio

Dave Farrell Responds
Myron Kellner Rogers Responds

May '99 News for a Change | Email Editor
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