Keep the recognition happening for work from home staff.
Managers are dealing with more work from home employees than ever before. And the current COVID-19 pandemic is looking to keep employees working at home for the next foreseeable future. You must recognize and reward your employees better and you must also enhance the total employee experience, even at the home office. Follow these suggestions to make the work-life experience a better one for your staff.
What are they proud of? Chris Littlefield, founder of Beyond Thank You! suggests asking employees what they’re most proud of in the last six months. Listen carefully to what they say, and you will quickly learn what matters most to each employee.
Conduct a litmus test of home offices. Make one of your 1:1 meetings with each staff about working from home. What are they dealing with in working from home? How is the situation with family, children, and school? How can you help them?
Remove barriers. There are constraints in working from home like time issues, technology challenges, or a lack of communication. Take note of each concern and work on operationally and report back on progress with addressing them.
Use your recognition programs frequently. Go onto your online recognition programs daily and send positive messages. Celebrate people’s birthdays and work anniversaries. Acknowledge people for their help and the positive actions you see.
Create employee connection plans. Facilitate discussion in staff meetings on creating better connections. What internal processes must be improved? What is the preference for each employee? Some will be grateful for less connections. Find out.
Email only during office hours. Boundaries relieve employees from feeling compelled to respond to senders’ emails after hours. It allows staff to separate their work and their personal lives better especially since COVID-19 has affected things.
Flexible schedules and boundaries. Sticking to 9-to-5 schedules may no longer be realistic due to childcare/elder-care responsibilities. Be open minded to budgeting of work time while accommodating others’ time zones and time constraints.
Encouraging peak productivity. If staff are not used to working from home their productivity may wane. Invite staff to identify their peak performance hours and prioritize important tasks during these times and make time slots interruption free.
Virtually socialize. Create the chance for staff to connect and socialize informally while remote. This can be done through scheduled happy hours or at lunch and learns. This is especially helpful when staff cross multiple locations and time zones.
Offer online learning. Career development shouldn’t stop because people work from home. Draw upon industry and professional certification programs. Have Learning & Development advertise existing resources. Offer to cover learning costs.
Implementing the Recognition Plan for Successful Impact
Many consultants enter organizations prepared to tell the leaders where they are failing in the area of the consultant’s expertise.
The process I have taught you over our four-part treatise on How to Create a Recognition Strategy, headlined the need for you to identify your own recognition strengths and weaknesses before starting the strategy piece.
If you have followed along so far, you will know the importance of crafting a Recognition Purpose and Philosophy statements. Following your assessment of recognition practices and programs you have everything you need to design a complete Recognition Plan to elevate recognition practices and programs in your organization.
That is often where consultants exit the scene. You have a plan with goals set and tactical objectives to make things happen. But then they leave you. And often things sputter out or nothing happens at all.
If there is one thing, I think is essential with a recognition project like this, is to provide you with the tools to implement the plan. Let’s get it off the paper and into action. Focus on moving into the implementation phase.
Develop Your Organization’s Recognition Plan of Action
You are getting really close to having not only a well-articulated recognition purpose and philosophy statement but also a solid recognition action plan to guide your organization on its recognition journey.
Having a recognition action plan takes your recognition strategy beyond your organization’s purpose and beliefs for recognition. Now you have a complete strategy that will become a powerful tool for propelling recognition practices and programs and also driving your culture and helping to achieve your business strategy.
Next comes your Recognition Plan. Your recognition plan is going to come from the gap analysis from your recognition assessment. A recognition assessment allows you to see on paper the strengths and weaknesses of your recognition practices, programs, policies, and procedures.
Many of you have heard of my three factors for giving recognition: Values, Skills, and Awareness.
If you put these three factors into a Venn diagram of three overlapping circles, you see some interesting insights that help you understand what’s going on in your organization.
I will guide you through what each of these factors means and the different outcomes that happen when you only have certain combinations of each of these factors. Then I will share some ideas on how you can strengthen each of these factors to make giving recognition a natural reaction.
Giving meaningful and developmental feedback is one of the most effective tools to help people learn how to do things the right way.
And this applies to learning how to give Real Recognition™ the right way, too.
In this post, I will share some essential knowledge gleaned from research that will give you practical insights and principles to use feedback properly. I’ll share what the purpose of feedback should be, how timing plays a role, the effects of feedback and the responses to expect from learners.
Rarely are we taught how to give effective and meaningful feedback.
Take a deeper dive on how continuous feedback helps people learn how to give better recognition the right way.