Over the years I
have helped several large organizations in facilitating a team of their leaders
in developing a written recognition strategy. The challenge I face after they
have completed a recognition strategy session is leaving the owners of the
strategy document with instructions on how to implement it and then see them
make it happen.
recognition strategies become glorified documents that a manger or leader can
now say they have a written recognition strategy whenever someone asks.
But if you don’t
implement a strategy and plan then nothing ever changes.
Years ago when I
was leading a church congregation I invited a member to meet with me to discuss
a matter involving their publicly disciplining some of our youth. Ironically,
this individual also wanted to meet with me to discuss a different
We met that
evening, and I allowed them to start with their subject first. Afterward I
dealt with the more sensitive subject I had on my agenda. I can only tell
you it didn’t go over very well. In fact, they didn’t talk to me
for several weeks after.
However, I can
tell you I learned a very important lesson from that experience. And that
is, never mix agendas.
If someone wants
to see you about something, let that be the sole purpose for the meeting. Don’t
add something you have on your mind to the meeting.
In a similar
vein, never mix agendas with your employee recognition strategy either. Stay
focused on creating a recognition strategy all by itself and add nothing else.
are a lot of ways where you can make onboarding of new employees an exciting
time of welcome and recognition for them.
doesn’t have to be a very expensive process. By making a committed attempt to
acknowledge each new employee and celebrate their coming on board, you’ll be
going a long way to engaging new employees and encouraging them to stay and be
loyal to the people and organization.
about how you can make your employee welcome even more meaningful by
integrating employee recognition practices and programs.
are challenging things that people in corporations experience and one of
those times is when there is a merger and acquisition with another company.
affects people in so many ways and it can impact how you will proceed with
recognition and rewards.
that consulting firm McKinsey and Company found that “95 percent of
executives describe cultural fit as critical to the success of integration
following a merger. Yet 25 percent cite a lack of cultural cohesion and
alignment as the primary reason integration efforts fail.”
culture right is obviously critical after a merger.
he’s referring to here is that change is situational, as in the case we’re
discussing here with a merger. But transition is “the psychological process
people go through to come to terms with the new situation.” Thus change is
external and transition is internal.