As we prepare to enter a whole new decade and move into a future still to be determined I cannot help reflecting on the most popular posts from the past decade. They shed some light on where readers minds are and what they need to learn to make recognition better.
I hope you will benefit from reading these previously shared posts in order to ride into 2021 with confidence and clarity of thought about your recognition strategy.
The past year has been a roller-coaster experience for many people.
And employee recognition got on board the same ride. In many organizations, the number of recognition occurrences measured through online recognition and reward programs tumbled down much lower than normal.
The whole work-from-home mandate has caused many people to be out of sight and out of mind as far as being recognized for the amazing things they are doing.
I wonder if you have seen the things I have with recognition this past year.
It’s time to let you in on a secret I have known for over twenty years.
When I started my business doing consulting and training around recognition practices and programs, I thought I would find all the organizations that had no recognition going on and save the world. It was a poor marketing strategy and no one from those organizations ever hired me.
The interesting thing was it was always organizations that were doing recognition that hired me.
It was always the same trigger that brought me in. Organizational leaders would call up whenever their employee engagement surveys came back and showed low scores for the statements or questions related to employee recognition.
What was the disconnect? Why was it that their employee scores on the recognition questions were so low?
If you want people to give better quality recognition and to have people recognized more frequently than they are now, then you had better plan to transform recognition with a carefully thought out plan, now.
Your engagement surveys, pulse surveys, focus group feedback, and recognition program data will give you both the qualitative and quantitative read on the state of employee recognition in your organization.
Your job is to work with the leaders and managers in your organization to define and create the future of employee recognition. It’s time to plan out how you will achieve better recognition for 2021 in your organization.
One of the many challenges in managing a recognition and rewards program is figuring out how to steer the course of your programs to maximum impact.
And one repeated concern I see is when program owners inherit a program, they call recognition, but it’s been almost a total rewards program. Getting rid of the rewards mindset that triggers entitlement, expectations, and “more please”, is hard to unlearn.
Providers, compensation and benefits associations, and non-profit business research organizations give good estimates on how much money to spend. They draw upon a percentage of your payroll budget or the average dollar spent per full-time equivalent (FTE) of employees.
But what’s missing is how much to spend on the different programs. Is there a perfect balance between recognition specific programs and reward type program? How do you advocate budgets based on how people use the different types of programs?
The recognition and reward industry are a mix of similar goods, technology, and services, in contrast with newer players who tend to provide more of a “plug-and-play” program offering.
Plug-and-play recognition and reward programs tend to focus more on the offering of rewards than they do recognition. And with this software as a service, stand-alone programs, clients typically manage their own programs.
The question you have to ask yourself is whether you want a “quick-and-ready” approach. If you want to lead out with recognition and use rewards wisely you might want to think about creating a strategically designed recognition approach instead.
If you are going to compare you have to compare all the way. Is the vendor simply a provider or are they willing to be a reputable partner dedicated to maximizing the employee experience?
Most recognition strategies and plans for recognition depend on moving the bar on whatever metrics you have for program usage and employee perception of recognition.
The gap analysis of where your recognition status is today and where you want it to be tomorrow relies on the program metrics you have. The challenging part about program usage metrics is that they are all lagging indicator measures.
Lagging indicators do just that, they lag behind on indicating whether you achieved the results you wanted. By the time you get the output measures on a program, it’s hard to do anything about them that will make a future change.
Is there anything you can really do that can change this? Is there one important thing you can do that will make recognition happen?