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.
It seems not enough organizations hold their leaders and managers accountable for giving meaningful and effective recognition to their staff.
These same organizational leaders ask why responses to recognition questions on the last engagement survey did not turn out so well. It is as if it surprised them to see these low numbers. Surely, they would have expected these numbers if leaders regularly connected with their direct reports.
Their problem was they did not hold leaders and managers accountable for recognizing their employees.
You know how surprised I am that the percentage of organizations with a written recognition strategy has actually dropped from 55 percent back in 2017 down to 49 percent in 2019.
I guess the question remains to be answered why this is. And while WorldatWork never asked respondents to answer why they had a recognition strategy or not, the issue needs to be answered.
I won’t pretend to read people’s minds, but I can tell you from organizations I have subsequently worked with, why they didn’t have a recognition strategy before I worked with them. If you don’t have a recognition strategy, you just might relate with them.
Check out some reasons below that organizations might give for why they don’t have a recognition strategy.
One trend I am seeing with different clients over the last two years is the development of written recognition strategies.
Organizations are leveraging a tighter mandate on recognition, especially when coupled with rewards in their programs.
I’ve seen programs where lower-level reward amounts, whether point-based or gift cards, are opened up in global recognition and reward programs for employees to reward their peers. This can create problems when the cost of living is low in some countries and employees use the rewards more as a make up for lack of salary increases, rather than rewarding above and beyond actions. And some staff get into a tit-for-tat of “I’ll reward you if you’ll reward me” behaviors when controls or approvals are not present.
So, why should recognition be more strategic in your organization?
It has been over 25-years ago since Dr. Bob Nelson originated Employee Appreciation Day on the first Friday in March.
There was a two-fold purpose for originating this day.
Bob says it was to help managers better value their employees.
It also coincided with the release of his book, then titled, 1,001 Ways to Reward Employees.
So, even with that brief history of the founding of Employee Appreciation Day, has it really changed things in the workplace? Is Employee Appreciation Day different from any other day of the work week?
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.
Creating a Recognition Purpose and Philosophy Statement—Part 2 of 4
I’ve outlined the reasons why you should have a written recognition strategy for your organization. But where do you begin with creating one?
Organizations need a North Star to guide their recognition efforts. Which makes the first step in crafting a recognition strategy as creating a recognition purpose statement and accompanying philosophy statement.
Having a recognition purpose and philosophy statement unifies organizational leaders and those responsible for employee recognition practices and programs. It gets everyone nodding their heads in agreement with what they have outlined. Everyone is on the same page as to why you have recognition and what you believe about it.