Everybody likes it when they are recognized for a job well done. Everybody. We may not like it to be a big, public recognition, but we like to know that our immediate supervisor or leader sees the value in our actions.
As employees, we often feel that our actions are not recognized enough. We’ve all had that big project that went off without a hitch, yet we never got a word of praise uttered to us from our leader. Or that really big crisis that you were asked to work extra time to take care of, without even a thank you for the extra time. We all know how it feels.
What is interesting is that as we move into a leadership role, we see the other side of the coin. We ask our top employee to tackle that crisis. Let’s call her Mary. We see the extra work that Mary puts in to get things taken care of. However, because we always seem to be in the firefighter mode, it never fails that the moment you wanted to go over to her and thank her for the extra effort another fire flares up and takes your attention. Great intention, poor performance.
When you get that new fire put out, you think about the praise you should have given Mary. But the moment is gone and you feel like a schmuck saying “Thank You” now. And then we say to ourselves something like this: “Surely she saw how busy I was with that other fire. I was running around like a chicken with my head cut off. She knows why I couldn’t give her praise on that last project – I didn’t have the time. I’ll make sure to give her double praise next time and make up for it.”
Unfortunately, Mary doesn’t see it the same way. She sees all the work that she did and you didn’t even take the time to say “Thank You.” Imagine how much extra effort she will give next time she is asked to work on a project.
As leaders and managers, we know that giving praise and recognition is important. However, every manager I speak to tells me that he/she could do a better job at giving their employees praise on a more consistent basis. Many people grew up without a constant flow of praise. As managers, giving praise on a daily basis may not be natural. It takes work, organization, intentionality, discipline, and time. Precious time that we don’t have.
I recently saw an article in my local newspaper that talked about the younger generation and their need for praise. Younger generations grew up with much more “positive parenting” than older generations. For many of these people, there was a constant flow of praise and encouragement given when growing up. These generations of emloyees have learned that getting constant praise is normal and they expect it. Without it, they are often lost or feel as if they are unappreciated. If they go too long without praise, they may decide to work somewhere else where they will get the praise they need, want, and expect.
So how do we integrate employee recognition into our management style? If paying close attention to your employees’ work and dishing out praise for a job well done doesn’t come naturally to you, then you need to tackle this topic as you would tackle any other initiative in your organization. Design an employee recognition strategy. Yes. Design. Take time to create a complete multi-level strategy for your organization. Decide what will be recognized at the organization level, the department level, and the sub-department level.
It is important to build consistency across the levels of an organization. For example, don’t let one department give a trip to the Bahamas for perfect attendance while another department gives a mall certificate.
Another thing to remember is that recognition isn’t reward. Recognition doesn’t have to be more than a thank you, a hand-written note, or a mention at a staff meeting. Just remember these few things about a recognition program:
- Keep it simple – you already have enough to do
- Keep it fresh – but keep it consistent enough so it doesn’t look like a totally different program every month
- Keep it regular – schedule a recognition ceremony each month at your staff meetings (you are having staff meetings, right?)
- Focus on performance – praise the things that generate growth for the department or organization
- Track results – keep log sheets of who was recognized each month so you have something to refer back to when it is time for raises, reviews, and promotions
- Hold everyone to the same standards – don’t show favoritism
Several years ago I designed my own department-level recognition program. The company I was working for was going through huge changes (i.e., we had six presidents over a five year period) and my staff of eight was not focusing on their work like they needed to because of all the noise throughout the organization. They were very busy paying attention to what was going on outside the department – paying attention to things they couldn’t control – while I needed them to focus on what was going on inside the department – paying attention to things they could control.
I had to leave my firefighter mode for a couple days and I created my own AWARDS Program – a bank of 20 awards that I printed on pre-perforated business card sheets. I decided to recognize those activities that were performance-based and that the staff had control over so they could be successful. I also decided to hand out the awards at my monthly staff meetings. I still tried to give immediate praise when I saw something good happen. However, if I missed the moment, I still had the opportunity to recognize the employee(s) at the monthly meeting.
Having the awards up front made things much easier for me. I knew what to look for and it forced me to pay attention to what my people were doing. It took very little time to manage the program. I also created log sheets for each employee to capture the awards they received.
The program wasn’t a feel-good program where everybody got something each month. Sometimes I gave out two awards, other times I gave out eight awards, and still other times I gave out none.
I said that I created 20 awards. However, I didn’t tell the staff what the awards were when I introduced the program. I kept them secret until somebody deserved one of the awards. This kept it fresh for over two years. Two years of recognition for virtually no cost.
Although nobody in my department was able to control the external noise, we were able to stay focused and reach our department goals during some very turbulent times.
Employees want and need recognition. As supervisors, managers, or leaders, we need to drop the “I don’t have time to create something” excuse. If you don’t have a regular recognition program in place for your staff today, developing such a program should be one of your top priorities. Your employees deserve it. If you don’t feel like you are creative enough to make something, contact me for ideas. I’d be happy to help you. Attached is a small collage of award ideas to get your creative juices flowing.
Benefits of an Employee Recognition Program
1. Lower costs by focusing on recognition instead of reward
2. Increase productivity by making sure people are focused on the things that will benefit the organization by recognizing those things
3. Improve morale by letting your employees know that their work is meaningful and that they are appreciated
4. Develop management by helping them learn how to pay attention to their staff’s accomplishments and build the skill of recognizing employees
Best Practices for being able to create and sustain an Employee Recognition Program
- Keep it simple
- Keep it fresh
- Keep it regular
- Focus on performance
- Track results
- Hold everyone to the same standards