A recent newsletter explored the findings of Gallup survey and the resultant report entitled Transforming Workplaces Through Recognition.

The report recognised that employers must create an environment in which employees want to work and can be their best. It is much more than just offering a job if employers want to attract and retain talent. It starts with showing employees that they are valued  and this is achieved through recognition of their contribution or what I call positive reinforcement.

According to the research, globally, only one in four employees strongly agree they feel connected to their culture, and only one in three strongly agree they belong at their company. This is damning. If organisations truly want to be an employer of choice, they must demonstrate to employees that they are valued by recognising their contributions.

The report suggested that leaders can unleash the human element at work by taking five steps to build a better recognition strategy, and I wanted to explore them in this newsletter.

1.   Make recognition accessible

It must be easy for everyone in the organisation to give recognition to others.

Whilst there must be a process to provide the right resources (time and money) to the right people (leaders, managers, and supervisors), this cannot be overly bureaucratic and tied up in red tape. If it is too hard, it will not happen.

The basis of the recognition process is:

Right rewards > right people > right reasons = right result 

The process should have clearly defined objectives. It must provide guidance on the types of behaviours to be recognised, how it should be recognised, and who it should come from.

It must be easy for every employee to access the process and provide recognition to their colleagues, peers, leaders, managers, and supervisors. The process should be subject to continual improvement through feedback and action so that it is the most efficient and effective it can be.

 

There is a myriad of ways in which employees can be recognised from formal accolades and rewards to the more informal kudos board. The Kudos Board is a physical or virtual wall for recognition on which anyone can place a sticky note that contains congratulatory messages to exemplary co-workers. Decide what types of recognition will work best in your organisation. Not sure? Ask your employees.

As I mentioned in my last newsletter on recognition – make it specific and timely.

Recognition should also be personal and suited to the needs and preferences of the individual. As a pescetarian, I am not going to welcome a voucher for the local steakhouse in recognition of my contribution!

2.   Make recognition an important part of the culture

A great employee recognition program that hits the mark, starts with having an organisational culture that advocates appreciation for employee contributions. This is a culture that makes employees feel valued and appreciated.

Link recognition to behaviours that encompass organisational values. This can build a values-driven culture. Use recognition to showcase the organisation’s culture.

Recognition must be ingrained into day-to-day business and be an integral part the organisation’s DNA. Recognition must be embedded – not something added on as an after-thought.

Recognition cannot be driven by managers only. It must be available for everyone to deliver.

It must also be easy for everyone in the organisation to express recognition and appreciation if it is to be a part of organisational culture.

Recognition will only become part of the culture when it is genuine, transparent, honest, and sincere.

Make recognition public. Make it visible that recognition is given on a regular basis for behaviours that align with organisational values and which you want to see more of.

3.   Train managers everyone

This is where I disagree with the Gallup suggestion. Not only should you train managers but also ensure employees are trained. Everyone should understand the benefits of an employee recognition program. Everyone must know how the process works and how to engage with it.

Recognition must be given in a timely manner to ensure a clear connection between the recognition and the associated behavior.

Recognition should be given on a regular basis. There is no right answer to the frequency of recognition, but research would suggest that weekly is a good cadence.

It should be clear about the behavior that is being recognised. “Good job” is not specific. This can also come across as insincere.

Recognition should be visible. Not everyone wants public praise but even those who receive their recognition in private, make it known that it has been given.

Everyone should feel that recognition is given without prejudice or bias. Everyone must learn to recognise their unconscious biases and work to address them. A successful recognition program will only be such with diversity, inclusion, and equity.

Recognition given must be values-based i.e., align with the values of the organisation. Not only does this align everyone behind a given set of values but it also reinforces those values when recognition for upholding them is given.

4.   Model the behavior

Leaders must set an example by modelling the behaviours that they wish to see in others. They must recognise, and support employee recognition of, employees throughout the organisation and at every level of the organisation.

Leaders must not just reward behaviours and contribution from their immediate team. They must recognise behaviours and contributions wherever they see it.

Likewise, leaders should be recognised for their contributions. Whilst leaders encourage their employees to get involved in a recognition program, their self-participation is the program increases trust and motivation. Recognition should not discriminate based on position in the organisation.

When members of the C-suite, executive, and leadership, are excluded as recipients from a recognition program, it makes the program feel like a platitude to employees. It starts to feel less like a recognition program to more of an incentive to work harder program.

5.   Prioritise recognition

Don’t announce that you are introducing an employee recognition program and then fail to prioritise it.

It is important to get this as right as it can be first time and then subject it to continual improvement based on employee feedback. Take time to plan a strategy and give the program the attention it deserves.

Allocate the time, money and other resources that will be required not only to establish the program but maintain and sustain it moving forward.

Organisations should also demonstrate their commitment to employee recognition. A great example is Apple. Apple has always been recognised as providing a good employee experience and their great employee recognition program is an integral part of that experience.  Apple not only recognised individual and team contributions but also the entire workforce.

During the holiday season, Apple surprised its US employees with an extended holiday so the entire workforce could take a week’s break. Instead of just one day off on Thanksgiving, Apple offered paid holidays for three days in a row. They also customised this for the global workforce by providing employees in different parts of the world paid time off during an equivalent holiday. Retails workers who had to work during the holiday season received a similar reward at an alternative time.

This is an great example of employee recognition that is given the right priority – tailored to meet regional, cultural, and personal requirements. Everyone felt valued regardless of role or location.

Summary

Recognition requires attention, investment, and intentional action. Recognition has a return-on-investment but only when it is done right. This is not something that is “done” but something that is “lived” every day.