Creating a recognition strategy does not need to be a hard thing to do when you have the proper structure and guidance to follow.
My experience to date has been that companies are quite willing to invest time, money and resources to get the best people in the room and draft a written recognition strategy document.
And within a developed recognition strategy there should be a one-year plan of action to make the whole strategy come to fruition.
A typical recognition plan has various goals and objectives to be worked on and achieved by the end of a specified one-year period.
But I am finding there is something that happens between the crafting of a formal recognition strategy in a facilitated session and then trying to make the recognition plan component actually happen.
And that’s why it is important to remember that just because you have a written recognition strategy, it does not mean you have solved all your employee recognition needs.
Too many written recognition strategies stop right there on paper and do not become a living process tool.
What is it that stops a strategy from becoming a living document that is executed? (more…)