If you want to get everyone giving better and more effective recognition to people, you will probably have to educate and train them on how to do that the right way.
However, before you even start any education and training to teach recognition giving skills, there are a few things you should do beforehand to guarantee success. These preparatory steps will help you to get people ready to give better recognition.
Check out this list and put at least one step into practice this coming month.
There are a lot of things the current pandemic has affected with how we use our recognition and reward programs.
Many organizations affected by the pandemic economically have reduced revenue because of shutting down production, a lack of sales, and the impact on clients affording goods and services.
The bottom-line outcome is companies cannot always afford to pay for rewards as they normally would.
People have asked for guidance on how to communicate to their teams the need to prioritize no or low-cost recognition options versus use of rewards in view of the financial reality. They also don’t want to give a negative viewpoint.
We’ve all seen them in action. Some of us even report to one.
These are the managers who don’t
seem to want to change their behavior. In our recognition
scenario, these are the managers who don’t recognize their direct reports, let
alone anyone else working around them.
How are you supposed to get a
manager like this to change?
There’s a big difference with how recognition is perceived by people in different parts of the world.
When I was working in India, for example, I found the people there had a preoccupation with getting tangible or monetary rewards. Why? This was mainly because the pay employees earned in India was so low their goal was to meet basic needs. If they could receive any additional money they would take it.
In France, they too found rewards more important than say verbal appreciation. However, this was not for economic reasons. For the majority of managers I dealt with there, they felt that recognition was too much of an “Americanized” rah, rah, exercise. They gave the “touchy-feely” complaint. I had to remind them that I was originally from England, and now a Canadian. I also told them that the recognition I had received, so far, actually felt pretty good.
The irony is, that in all fourteen countries, I’ve been to, including India and France, a majority of employees indicated through engagement surveys that they did not feel valued and appreciated for the work they did. They lacked recognition, beyond rewards and pay.
A subscriber, and manager, from South Africa, raised the concern of how senior leaders would not permit managers and staff to practice giving recognition to one another. They even had a hard time enlisting HR’s help with making real recognition happen in their organization.
What would you do in such a situation? Can one manager impact an organization to make recognition happen?
Following are some suggestions to consider when leaders get in the way of employee recognition. (more…)