Many of us have worked solely from home during the pandemic. Organizational leaders are now working hard to get people back to the office and plant floors. And some organizations are trialling a hybrid approach of working so many days at work and the balance from home.
However, in all this array of work arrangements, one thing has emerged that was not expected. Employees missed seeing their senior and executive leaders. Nearly 30% of employees during recent focus groups at a healthcare organization suggested leadership presence as one way they could improve employee recognition. Sometimes, the absence of senior leaders has taken a negative toll.
What are you doing to address leaders who appear to be missing in action?
Real Recognition™ is all about transferring positive feelings and emotions that you felt about someone’s actions and conveying those feelings to the other person. That way they can feel similarly as you did about their meaningful behaviors.
When expressing recognition to a person, this is not about your aggrandizement. Recognition is not an ego trip for highlighting you as the giver of the praise. Giving sincere and authentic recognition must always focus on the recipient, the person you want to acknowledge.
How can you make sure the recognition you give a person is about them and not about you?
Recently, I was conducting a webinar when the organization’s Chief Human Resources Officer asked me a candid question. They wanted to know what difference a recognition strategy having would have on their organization.
I answered this question live and off the top of my head from my experience to date. Now, I am going to spell out in greater detail the difference a recognition strategy will have for you and your organization.
If there is one thing that I have learned from over 25-years in the recognition field, it’s that people define the same terms completely differently. For some people, they say recognition and they really mean rewards, and it’s difficult to shift their mindset. Then there are others who think that rewards are the only form of recognition they need.
That’s why I always strive to level-set the playing field by educating everyone on the working definitions of terms like recognition and rewards. My recommendation is for you to do exactly the same thing where you work. Teach everyone the definitions that resonate for you and your organization.
If there is one thing anyone managing recognition programs wants the most, it is to have everyone using the online recognition programs they have in place. And yet, it seems most organizations think that as soon as you flip the switch on for recognition programs, they will automatically get used.
Unfortunately, that is never the case.
Look at the following factors and see if there is one or two that might need a tuneup. Once you have these in place, I guarantee you will have stronger and more consistent recognition program participation levels.
I have judged nominations submitted to Recognition Professionals International (RPI) to merit their Best Practices Awards for the last 15 years. When you get to see what organizations are doing to comply with RPI’s seven best practice standards, you learn a great deal.
One thing I have observed of late is that leaders are getting more involved with their organization’s recognition strategies. They are recommending various forms of recognition program frameworks, or models, to ensure their recognition programs are successful.
Let me explain what a recognition program framework could look like.