Organizational leaders often want to know the impact recognition has on people centered metrics. To find out how their recognition practices or their recognition programs have on measures like employee engagement or employee retention can cost a great deal if running a full scientific and analytical evaluation.
One way to ease the cost burden and still collect a powerful indicator is to conduct estimation analysis. Estimation analysis is a simple method to analyze data, employee perceptions, and interpret results.
It is important to remember that in conducting estimation analyses, that you are using an imprecise science to calculate the level of impact, or perhaps the amount of improvement gained.
Consider how you could use estimation analysis in your review of employee recognition practices and programs in your organization.
Nothing drives cultural practices better than exemplary leadership from the top. Managers who responded to the survey said that 93 percent of them reported senior leader involvement in recognition programs was very or extremely important. The large majority, or 75 percent, said they were extremely important.
As to the actual involvement of senior leaders, only 21 percent were very involved, with another 53 percent being somewhat involved.
One could surmise leaders play an important role in recognition programs. Yet, what exactly can they do that makes such a tremendous difference?
Each of us has our own strengths and weaknesses in the plethora of skills needed to make a successful workplace.
Yet, with recognizing people, many think that all you have to do is say, “thank you” and you’re done.
The fact is that there are oodles of behaviors to discover and learn about with giving recognition the right way. And that’s why I recommend you learn one behavior at a time. Get some mastery behind each behavior and become a confident recognition giver.
Online recognition programs are websites acting as a central platform for a variety of recognition and reward programs. They allow everyone in an organization to express their appreciation, say thanks to folks, and give recognition for the great things people do at work every day.
Those with permission can also give people rewards, whether tangible, monetary, or experiential. You give rewards to people for going above and beyond normal work expectations and when excellent performance occurs.
What can your recognition programs tell you that you’re not tapping into?
Okay, so you’ve written your recognition strategy. You have a vision and purpose statement for recognition practices and programs. You even have a plan drawn up with focus areas and objectives to see things implemented.
Do you just launch the thing and see your recognition strategy unfold? The details drawn up do not mean it will accomplish your strategy as is.
Life often has surprises in store for us. Even a recognition strategy can have surprises, too.
Effective leaders need to command a centre of kindness and compassion towards those they lead in their organizations. They need to cut themselves some slack on the pressure driven roles they have to live with.
If they haven’t already learned the value of giving meaningful recognition to people, now is the time to teach them.
But here’s the clincher for you. You may have to show them how.
Too often we rely on lines from Hollywood movie scripts that say things like, “If you build it, they will come.” Unfortunately, that doesn’t work very well when it comes to recognition and reward programs.
Look at the following ideas to consider when you want to engage all, or more of, your employees in using your recognition programs.