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?
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?
training and education programs work very well. But now and then you get an
educational program, whether in-class, online, blended, or via one of the many
learning delivery methods, that ends up being a failure.
If you were
following the Kirkpatrick Model and the levels of training evaluation, you
might do a Level 3 evaluation to examine participant’s behaviors after the
training. You want to find out the degree participants are now actively
applying what they learned in the training sessions back on the job.
You conduct a
survey to find out what learning participants are doing or not doing with
giving employee recognition. Now you find out that a majority of the learners
are not doing much with the skills and principles they were taught.
What can you do
to correct this problem? How would you handle the fact that your recognition
How are your career milestone or service award programs doing these days?
It seems the majority of organizations have tenure or long service award programs. According to WorldatWork’s 2017 Trends in Employee Recognition, length of service recognition remains the top ranked recognition program with 85 percent of organizations.
Historically, and especially within the public sector, career milestone years were only acknowledged when an employee reached 25 years or longer. Today, most progressive organizations commence with at least 5 years and then celebrate every 5-year increment thereafter.
But when you look at the US Bureau of Labor Statistics the average tenure for salaried employees is 4.2 years. That average drops to 2.8 years for the mobile 25 to 34 year old employees.
You are grateful that your company has these great, online recognition programs, to send important and worthy messages of recognition to people.
Now you can send branded eCards to one another when someone is seen living your corporate values or achieving a strategic priority. You can even send messages of appreciation and recognition via a social newsfeed on your social recognition program. Peers can like these comments about their colleagues and add their own words of commendation and praise. And, your managers, can nominate employees for an award or actually reward them with points for going above and beyond.
That is, as long as employees have an email address, a computer or an electronic device, and can receive notifications from any of the above vehicles of recognition.
But, if many of your employees are offline and have no company email address, and also no electronic device on the job, how do you get frontline supervisors and managers to embrace online recognition programs? (more…)
Some of you manage an array of different employee recognition programs and work hard to maintain them and promote them.
While I have written about the need for recognition to be multi-directional in origin and not be owned by managers and supervisors alone, it is still very important to enlist management support.
Your goal should be to get managers excited about expressing recognition to employees and help them prepare to give it face-to-face and online. If you can help them to anticipate when recognition should occur in an employee’s life then they will become eager to give recognition.
Think about the following trigger points to help managers be proactive with recognition giving. (more…)
It’s the reason I started my company in educating and training managers over twenty years ago. I saw that no one was showing managers how to give meaningful and effective recognition to their employees.
Oh, there were a lot of memos and mandates from on high. Senior leaders would always tell managers to say “thank you” more often. This was always triggered following the latest employee satisfaction or engagement survey revealing low scores with employee recognition.
You probably know the proverb from the Chinese philosopher, Confucius that states, “I hear and I forget. I see and I remember. I do and I understand.”
This has been the catalyst for why managers can have a hard time giving recognition. Followed through to the end it is also the key solution. (more…)
Getting managers to consistently give meaning, memorable, and motivational recognition is going to take time and a desire for them to want to improve.
Leave those managers alone who say they don’t want to change. For them, it is a matter of looking at their engagement, performance, and retention results. Then their manager can hold them accountable for having to improve when their performance reviews are conducted.
Your time can be better spent helping those who want to improve and show them how to become better recognizers. (more…)
Being unable to get their company’s managers to consistently and correctly use their online recognition programs often frustrates most owners and managers of employee recognition programs.
Yet, there’s an interesting irony to this problem when you ask yourself, how often have we involved managers in the design of our recognition programs? We can eliminate many of our problems if make our programs more manager and employee-centric and give them a positive user experience. (more…)