The Most Important Thing You Need To Make Recognition Happen

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?

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What Employees Think of Recognition From Their Leaders

You and I know that there are many employees who are not getting recognized enough. 

To give people the right recognition, it would also be helpful to know the best person to make this happen. Who do your employees prefer most to be recognized by? Is it by your leaders, by their immediate supervisor or manager, or by their peers?

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The Best Leading Indicator for Employee Recognition

All of us are striving to help people in our organizations feel valued and appreciated for their contributions and for who they are. We’re also tasked with showing everyone how to give more effective and meaningful recognition face-to-face and with using our online recognition programs.

And the only way we know how well we are doing is by measuring the outputs of recognition through our recognition programs and through employee perceptions on recognition received through engagement surveys. 

But is there another way that you can refocus what you measure that will lead to more recognition giving?

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Why You Have To Convince Leaders About Recognition

In your role, as a leader or administrator of employee recognition programs and practices, you will often find yourself having to convince, and influence leaders, on recognition programs, budgets, and strategizing recognition.

Human resource leaders, as well as recognition professionals, have not necessarily helped the recognition cause along the way.

For too long, recognition professionals have been relegated to the position of party planners and balloon-blower-uppers, which instilled a negative perception of our role. Senior leaders often see recognition as just trinkets and trash, primarily because of the limited budgets they’ve allocated to recognition, which limits what is available for you to spend. Then there’s the persistent argument, that career milestone recognition is a waste of money because these programs don’t move performance and there’s no ROI from them.

How can you overcome these negative stereotypes? What can you do to convince your senior leaders otherwise? (more…)

How To Do A Stakeholder Analysis For Your Recognition Program

Before jumping into designing and developing an online recognition program make sure you get the input from all the key players in your organization.

One way to do this is to conduct a stakeholder analysis as you move through the various project management stages.

I am going to take you through the steps for carrying out a successful stakeholder analysis. (more…)

When Leaders Are Reluctant To Evolve Recognition Programs

From your daily administering of various recognition programs, you know exactly when it is time for changes. You’re also aware, from talking to colleagues who manage recognition programs in other companies, that there are often new bells and whistles you could benefit from.

But your biggest challenge can often be convincing your sponsoring leader of the need to evolve the recognition programs if they want to remain current.

I will share some ideas on how you can move things forward and gradually influence a reluctant leader. (more…)