Awards

Recognition programs cost companies relatively little but often significantly boost employee morale and customer awareness. By creating teams and a collective feel, managers seek to increase camaraderie, gain valuable ideas, and encourage employees to motivate each other. The strategy also reduced the need for oversight and transferred some of the burden of enforcing discipline to the workers.

Home Depot pins

Marty Greco, Home Depot kitchen systems engineer, is one of the company’s biggest collectors of “flair”—company pins and patches. By creating teams and a collective feel, managers seek to increase camaraderie, gain valuable ideas, and encourage employees to motivate each other. Recognition programs often boost employee morale and customer awareness.

Marty Greco, 2016

Marty Greco, 2016

Company values wheel badge 

Company values wheel badge 

911 NY Fire Department memorial pin, 2001

911 NY Fire Department memorial pin, 2001

McDonald’s partnership pin 

McDonald’s partnership pin 

29 Year Service Award badge, 2017

29 Year Service Award badge, 2017

Olympic games pin, 2000

Olympic games pin, 2000

Homer Award (Living our Values silver award) badge, 2007

Homer Award (Living our Values silver award) badge, 2007

Home Depot safety team pin

Home Depot safety team pin

Product Knowledge Master pin

Product Knowledge Master pin

Marty Greco’s office, 2016

Marty Greco’s office, 2016

Walmart pins

Walmart sees building employee corporate culture as a key strategy for success. From store associates to senior management, exchanging and displaying pins is part of the Walmart way. By creating teams and a collective feel, managers seek to increase camaraderie, gain valuable ideas, and encourage employees to motivate each other. Tom Smith, senior manager on the Global Talent Development team, is an avid collector of company ephemera. 

Smiley face pin, 1996

Smiley face pin, 1996

Mad Merchant pin, 1985

Mad Merchant pin, 1985

Our People Make the Difference pin, 1979

Our People Make the Difference pin, 1979

Shrink Buster pin, 1986

Shrink Buster pin, 1986

Courage pin, 2008

Courage pin, 2008

Tom Smith, 2017

Tom Smith, 2017

Edicott and Johnson service award

Recognition programs cost companies relatively little but often significantly boost employee morale. Even a simple reminder of employement longevity can do much to build employee allegiance and commitment. Mary Blazek immigrated to the United States from Czechoslovakia in 1928. For 37 years she worked for Endicott and Johnson shoes, where she spent her career attaching the white band between the uppers and the sole.

Mary Blazek and fellow retirees, 1967

Mary Blazek and fellow retirees, 1967

30-year service award, 1960

30-year service award, 1960

Endicott and Johnson factory, 1937

Endicott and Johnson factory, 1937

Endicott and Johnson workers arch, 1933 

Endicott and Johnson workers arch, 1933 

Holiday announcement, 1937

Holiday announcement, 1937

Carmen Villalba service award

Recognition programs cost companies relatively little and, if administered well, can boost employee morale. Even a simple reminder of employment longevity can do much to build employee allegiance and commitment. As a teenager Carmen Villalba moved from Mexico to the United States. In 1979 she began working for Sweetheart Cup, where she still works. As time passed the company was sold several times. The service awards declined in quality, angering Villalba.

25-year service award, 2004

25-year service award, 2004

Employee ID, 1979

Employee ID, 1979

10-year service award, 1989

20-year servive award, Sweetheart, 1999

20-year servive award, Sweetheart, 1999

35-service award, Dart, 2014

Cubitron II, Golden Step award

Recognition programs cost companies relatively little but often significantly boost employee morale and effectiveness. By creating teams and a collective feel, managers seek to increase camaraderie, gain valuable ideas, and encourage employees to motivate each other. 3M Corporation created the Golden Step program in 1972 to encourage cross-divisional teams to to create innovative new products that generate over $10 million in three years of sales. Cubitron II, a new type of abrasive, was develepoped by a team from four different divisions of the company. 

3M Golden Step award, 2011

3M Golden Step award, 2011

Micrograph of conventional ceramic abrasive grain

Micrograph of conventional ceramic abrasive grain

Micrograph of Cubitron II ceramic abrasive grain

Micrograph of Cubitron II ceramic abrasive grain