How To Implement a Recognition Strategy in Large Organizations

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.

Sometimes these 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.

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Never Mix Agendas With Your Recognition Strategy

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 subject.

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.

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Make Your Onboarding Recognition More Meaningful

There are a lot of ways where you can make onboarding of new employees an exciting time of welcome and recognition for them.

It 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.

Think about how you can make your employee welcome even more meaningful by integrating employee recognition practices and programs.

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How To Shift Organizational Cultures After a Merger

There are challenging things that people in corporations experience and one of those times is when there is a merger and acquisition with another company.

It affects people in so many ways and it can impact how you will proceed with recognition and rewards.

Consider 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.”

Getting culture right is obviously critical after a merger.

William Bridges, author of one of my favorite books, Managing Transitions: Making the most of Change, wisely said, “It isn’t the changes that do you in, it’s the transitions.”

What 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.

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