Formal recognition programs are often the most common type of programs present in organizations. You find that many organizations invest the most amount of time, money, and resources in their formal recognition programs.
These more formal programs often have a prestigious name associated with them, such as Excellence Awards, Pinnacle, President’s Awards, or other branded names. These awards are where employees or managers can nominate an individual or a team for a specific award category.
Awards will vary depending on the industry sector your organization fits under, such as,
Trades and services.
Information and Communication Technology.
Healthcare and medical.
Mining, resources, and energy.
Hospitality and Tourism.
The award categories of awards might include going above in beyond in such areas as:
Health and Safety
The one thing in common with all organizational formal awards, no matter what sector they are from, is the need to have a judging committee.
And that’s what we are going to talk about today, how to set up a formal judging committee so you can recognize and celebrate the outstanding performers where you work.
To be successful with any recognition program, create criteria that you can measure your success by. How else will you know whether your recognition programs are achieving the results you want from them?
In our Recognition Maturity Model, we have built in four criteria that help determine where you stand with recognition across nine categories, such as leadership, culture, programs, and analytics.
Look at the following criteria to see where you think your recognition programs stack up.
Many people have clicked on a previous version of this blog post wanting to learn how they should set up a point-based reward program.
Unfortunately, some individuals and recognition and reward providers suggest certain ideas as being best practices so the client’s employees will consume more points. So, buyer beware and let’s learn some principles versus supposed best practices to guide you.
My goal is to provide you with objective information along with solid principles for you to make wise decisions by. I will also give you some pros and cons for some options.
Designing and developing recognition programs take a lot of thought, planning, and creativity.
The best way I can recommend beginning is to consider the distinct programs falling under a pyramid. And like building most structures, the foundation is critical because it holds everything built on top of it.
That’s why you build your recognition programs from the bottom up.
Ben Feldman was a successful insurance salesperson back in the 1940s. When asked how he achieved his repeated multimillion-dollar sales year after year, he said, “If you’ve got a problem, make it a procedure and it won’t be a problem anymore.”
It is the same with improving your recognition programs. You first have to put some procedures in place, then you won’t have any more problems with your recognition and reward programs.
The key to consistently improving your recognition programs is to follow a quality improvement process, like the following.
Yesterday, I celebrated my birthday with my family from a distance.
Families sang happy birthday to me via FaceTime or sent unique greetings like the JibJab Happy Quarantine Birthday with my face and my children’s faces imposed on dancing animations.
All the families surprised me in the evening with a Zoom video conference get together and playing 3 rounds of the smartphone app game called Psych. Highly recommend this if you haven’t played it with a group of people yet.
My one granddaughter had made cookies and her Mom put a single birthday candle on the cookie and I virtually blew it out as she blew it out. However, she ate the cookie!
Now that’s what happened for me to celebrate a birthday.
What can you do to celebrate your employees’ career milestones virtually? How do you celebrate employees who make a difference or for significant achievements from a distance because of the COVID-19 pandemic?
sure how you did with learning a foreign language at high school, if you needed
to do that. When I was trying to learn French growing up in England, it was a
matter of rote grammar drills, writing out the different verb tenses, and very
little conversational practice.
I cannot speak French today so can never claim to be fluent.
I also spent two years in my early twenties living in Belgium and
gained some Flemish language skills. However, upon returning to Canada and many
years absent with speaking Flemish, I have found out that if you don’t use a language, you lose it.
That’s why being fluent with the data gleaned from your recognition programs is such a necessary skill for you as a recognition manager or program administrator. If you don’t use it you’ll lose it.