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INTERNAL AWARD PROGRAM DESIGN and DEVELOPMENT
- Focus on Enabling Organizational Excellence and Not Solely on Winning
- Role of Senior Leaders and Management
- Internal Award Program: Required or Voluntary Participation
- Organizational Structure Considerations
- Development of Future Organization Leaders
- Training Requirements of Award Program Participants
- Eliminating the Writing of Award Applications
- Sub-Awards Establishment Consideration (e.g., Innovation Awards)
- Determining Award Levels
- Naming the Internal Awards and Award Levels
- Ensuring the Award’s Integrity
- Use the Complete Criteria to Ensure Calibration for Comparison Purposes
- Selection and Modification of Award Criteria
- Use of External Consultants
- External Consultant Usage Axiom
- Use of External Local Award Assessors
- External Consultant Qualification Requirements
- Advantages of Using External Consultants
- Use of Internal Assessors
- Advantages of Using Internal Assessors
- Disadvantages of Using Internal Assessors
- Combined Use of Internal Assessors and External Assessors
- Use of Assessment Teams
- Linking the Award to Compensation and/or Recognition
- Award Administration Resource Optimization
- Overall Award Program Administration
- Use of an Independent Overseer
- Importance of Consistency of Assessments
- Work Time Allocation to Participants
- Scheduling of Assessment Activities
- Assessment Training Frequency
- Award Achievement Recognition Benchmarking Trip
- Award Recognition Types Monetary and Non-Monetary
- Sharing Comparative Knowledge Organization Units and Groups
- Award Differentiation Top Performer vs. Most Improved
- Developing Internal Award Assessment Capability | 
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