You find yourself stuck with finding the resources you need to help with your recognition plans.
Your organizational leaders want you to strategize how to make recognition a stronger tool to use within talent management and creating a positive employee experience. In the meantime, you must continue to manage the recognition programs, encourage managers to give recognition to employees they rarely see in person, and keep leaders informed of the ROI of employee recognition.
Why not team up with your organization or learning and development leaders and find out if your needs for recognition could become a goal for a team of emerging leaders?
This is exactly what happened to us when an organization approached a colleague and I about presenting our thoughts and strategy around employee recognition in the retail industry.
The following happened, and you can follow these steps as a playbook to implement where you work.
A few years ago, some managers at a particular
company reached out to a Rideau colleague of mine and me to have a telephone
meeting with them. These were young leaders in the making and were part of this
company’s emerging leaders’ program. They wanted to learn more about
employee recognition and specifically about our recognition programs at Rideau.
Later, we were invited to attend an
on-site meeting at the company head office. There we connected with these
managers and their peers from across North America, both face-to-face and
While they were from various departments and
held a variety of positions within the company, it was fascinating seeing
the light go on for them, and their asking thought-provoking questions
about employee recognition.
Their emerging leader program project required
them to seek insights on best practices, creating a recognition strategy, and
what programs would work best for their managers and employees.
Wouldn’t it be wonderful if every organization
desired to develop their managers through an emerging recognition