Archive for the 'employee recognition programs' Category
We’ve written many posts on employee recognition, how to do it, why it fails, how to make it successful, why you should do it, when you should do it etc., etc., etc.
It’s hard to look at a HR publication that doesn’t speak of employee recognition and the positive effects it has on employee engagement. There also seems to be a study a week on the same subject. There are even some people in the awards industry that feel employee recognition and employee engagement should be synonymous. With so much being said about it, why would we even ask the question “Is Employee Recognition Scarce?” Simply because in many places it still is.
The single most used recognition system today is the ubiquitous years of service program where we recognize an employee’s longevity with the company. These programs can be traced back to the beginning of the 20th century, and they are still going strong. They are the easiest to implement, and frankly they don’t take much involvement from the management.
Does your management really believe in employee recognition? Are they as involved as they were in the beginning (if they were)? Do they take the time to do it and do they do it right, or do you have to remind them all along the way? Have your recognition efforts turned into employee complaining, jealously or dissatisfaction? Does your management know how to provide recognition, or have they had bad experiences when they do?
It’s that time of the year to do an inventory of your recognition program and ask these tough questions. Or, ask around your organization and see what your people really think. Or, take a quick analysis of your program and see how many of your employees were truly recognized for their performance this year, and what they received for it. What % of your employees do you think should be recognized on an annual basis? If you are recognizing less than 40%, does that mean that 60% of your employees don’t deserve it?
In the end, you are the judge of whether or not you think that employee recognition is scarce.
‘Nobody motivates today’s workers. If it doesn’t come from within, it doesn’t come. Fun helps remove the barriers that allow people to motivate themselves.’, Herman Cain. Founder Godfather Pizza
According to Alan Fairweather, an International speaker and successful author and purveyor of employee motivation as the “Motivation Doc”:
“The number 1 motivator for people at work is – the work itself. Not money as many people still think it is, or even recognition. In all the surveys that have been done over the years with employees, this is the most important motivator that comes up every time. It doesn’t matter in what country the research is done or the industry, they results are always the same.”
Employees will be highly motivated and engaged if they think their jobs are meaningful and important to the success of the company. They will be motivated if their job is interesting and they like what they do. So the simple answer on how to motivate the workforce is to make the jobs important to the individual.
Obviously this a bit more complex than just making someone’s job interesting, but it’s not a bad place to start. Most individuals in the workplace can and will motivate themselves to positive performance, but there will always be degrees of that. To get the majority of the employee base to move up the performance scale will take more a bit more effort.
As stated in the post, you might want to try other practical steps to make the job more meaningful such as varying the tasks they actually perform, give them more responsibility, ask them to assist co-workers, to occasionally attend management meetings, and provide further training. And when all that works, make sure you recognize them for efforts.
One of the most important things you can do to positively affect the performance of your employee recognition program is to make sure it is communicated properly. With the advent of social media in the workplace there seems to be an automatic assumption that communication of these programs will take of care of itself and we don’t have to do much. Maybe we do get a lot out of these social media sources, but don’t rely on them so heavily that you forget to promote your program whenever possible.
To start, make sure that the program is kicked off successfully. Use senior management, either on video or in person to announce it and share why it is so important. If it’s already in place, once a year you should re-introduce the program using senior management. No one has the skills of the great orators of our history, but some pre-planning will help make that introduction a success. This post from TLNT, a popular HR management blog, gives some excellent advice on how to get your message out to your audience. Simple ideas for doing this include:
- Analyzing Your Audience….who you’re talking to, what they want, how they can benefit
- Understanding the Reactions You Want to Produce….what do you want them to do
- Modify the Delivery to Achieve Those Reactions….use passion while delivering your message
The launch is critical, but ongoing communication with participants is equally as important. When you motivate your employees with a proper launch, they have a choice: they either stay engaged, they stay involved, they take a proactive stance to sort of continue to be involved in that vision, and/or they shut down. Ongoing communications help ensure that they don’t shut down.
Here’s a post on employee recognition that is well worth the read. It comes from The Fistful of Talent blog and was written by Paul Hebert, a well-known and respected incentive industry consultant with Symbolist.
His point that there is no shortage of platforms on which to run any and all types of employee engagement (read reward) systems is almost an understatement. Everyone and anyone who wants to sell any kind of reward will have one. And, if you bring them all in for a presentation you’ll find that they are all very similar, with cute little features that promise to give you the ultimate in employee recognition systems.
Recently, Google ruffled the feathers of the reward industry by doing away with a standard points based approach and develop their own platform…obviously easier and more cost effective for them to do. But they mentioned that a primary reason for doing it themselves was to be able to control the award delivery and give their people what they wanted, based of course on the analytics!
Google spent their planning time focusing on the value of their employees and what they needed to do motivate increased high performance. And that is what a well-designed platform should do.
If you are in that phase of planning (or have had a platform in place for some time and are thinking about revisions) you need to realize that unless the platform supplier is a strictly a software company, they will typically sell their system and the support of it at extremely low competitive pricing or even giving it away. This is done in order to pack the award side of it with awards that provide them with the high margin items that provide the profit to be able to give away the platform. It’s like the sales strategy employed by Gillette many years ago. They gave away the razors to sell the blades.
So if you want robot recognition as shown today by hundreds of suppliers, be careful that you get the kind of award delivery system that will truly excite your people.
Every leader and executive has their own way of doing things, and there are more lists of the “top five”, “top ten” etc. ways to motivate your employees than there is space on any blog to write them down.
But here’s another one we think is worthwhile. Steve Tobak, a consultant, former high-tech senior executive and writer for MoneyWatch, has come up with some great ideas of how to motivate your team. None of these needs a budget to do them. The list is paraphrased below:
- Let your people know why their job and performance is important to the organization as well as to your customers
- Managers need to hold themselves accountable for goal achievement. When they do, employees will follow.
- Follow up on goals with real-time, good or bad, feedback of the performance
- Celebrate/recognize achievements publicly, and take the blame for failures and then offer constructive feedback privately
- Provide all the tools the employees need to do their job, and then get out of the way.
- Challenge your team and give them responsibility to succeed or fail on their own
- Communicate what’s going on as openly as possible, but maintain confidential issue
- Be flexible, we are all different and do things differently. Let the team have the freedom to do their best
- Show empathy, humility and a sense of humor along the way.