If there is one thing that will improve the effectiveness of recognition in your organization, it’s certainly giving recognition to people more often. Put the following practices into place so you increase the number of times recognition happens in the lives of your employees.
As a member of Recognition Professional’s International (RPI) for over 15 years, I have been able to learn from, and share insights observed from clients about making recognition happen the right way, with other recognition professionals.
One concern a lot of recognition program managers have is getting the personal commitment and support from their senior leaders.
That’s why I’ve always liked a five-step set of principles from one of RPI’s courses that I think will help you.
Do you recall when you were first hired or promoted to the position of manager or director of a department? I know I do. It was about three decades ago now.
There were a lot of new tasks to perform. Many meetings to attend. Several HR functions to complete, such as submitting attendance reports for payroll. Reports of performance metrics to show productivity and efficiency.
Yet not one person instructed me on how to recognize the staff I now managed. Just recently, I was one of them. I had no clue about managing and leading people. I gave my best answers in the interview and they picked me.
Things I wish I knew about recognition as a first-time manager were some of the following.
An employee’s career milestone, whether in person or virtually celebrated, is a special event and very important to them. You need to show staff that this is a big deal to everyone else as well—their immediate manager and senior leaders alike.
Celebrating an employee’s work anniversary should be something that is easy to acknowledge. After all, you are thanking them for their length of service with the organization and expressing appreciation for their contributions.
I will lay out for you the 4 P’s you need to follow so you will honor every employee’s career milestone the right way.
Recognition program metrics are old news by the time you get them.
And that “old news” element makes these numbers from the past called lagging indicators. They are a lagging indicator because we observe these measures after, or lagging after, any change has occurred.
These lagging indicators create a conflict for you as the recognition program owner. Outcome measures from your programs are easy to measure. But you can’t do much to change them once you get them.
My recommendation is to supercharge your programs by using leading indicators as well.