Vineet Nayar, an Indian business executive and former Chief Executive Officer of HCL Technologies, is the author of the critically acclaimed management book Employees First, Customers Second.
that employees are the clear differentiator in the value zone for helping
organizations grow faster and be more competitive. He further states that the
business of leaders and management is to enthuse, encourage, and enable
employees to continue creating this differentiating value for their customers.
already know the power of employee recognition. But not everyone is like Vineet
However, what all leaders want to know about recognition is four major points about the programs and practices that you are overseeing.
I love reading
the latest business books and business magazines that inspire me to think about
employee recognition in a fresh new way.
For example, in the September-October Harvard Business Review (HBR) there’s a great article on Put Your Purpose at the Core of Your Strategy by Thomas W. Malnight, professor at IMD, Ivy Buche, associate director, Business Transformation Initiative at IMD, and Charles Dhanaraj, a professor at Temple University.
Now, as you
would expect from HBR, these academics are addressing purpose as it relates to
business strategies. But I instantly saw the application of the principles in
this article towards creating a recognition strategy.
organizations have a formal awards program that is their “best-of-the-best”
academy awards event. These formal award programs are truly the best
performance ranking, or earned award, such as the top salesperson, or they
are nomination based and selected by a judging committee.
selected jurors are previous award recipients because they know the standard
required to become an award winner.
does using previous award winners as jurors who are peers of potential
award candidates lead to bias in selecting winners?
All of us are
striving to help people in our organizations feel valued and appreciated for
their contributions and for who they are. We’re also tasked with showing
everyone how to give more effective and meaningful recognition face-to-face and
with using our online recognition programs.
And the only way
we know how well we are doing is by measuring the outputs of recognition
through our recognition programs and through employee perceptions on
recognition received through engagement surveys.
But is there
another way that you can refocus what you measure that will lead to more
When you search
out Recognition Professionals International’s (RPI) seven best practices
standards you’ll learn that their first standard is Recognition Strategy.
RPI defines a
Recognition Strategy as a written strategy statement and plan with specific
program objectives, with recognition aligned to the organization’s culture
(i.e. vision, mission and values) and the business strategy and
objectives. They use a three-dimensional recognition approach of formal,
informal and day-to-day recognition practices. This Recognition Strategy
document typically outlines the procedures and processes used and the
program delivery methods for the various types of recognition adopted.
My definition of
a recognition strategy includes a few more features that help make your
recognition strategy a working, actionable tool.