I think it is very important to be more strategic about recognition where you work. You must clearly know the purpose of each of your recognition programs.
Only then will you know when your recognition programs are effective or not.
Take the following approach seriously for a fresh look at your recognition program effectiveness
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Setting up business rules in the design and program strategy stage for a new recognition program can very interesting. I often get asked what ratio to set up for the usage of their recognition to rewards in their programs.
My answer is always the same. It all depends.
The thing is the answer really depends on the industry you are in and the need for using rewards or not, and many other factors. For example, a major Silicon Valley technology company will have a significantly higher ratio of rewards to recognition expectation than would a healthcare organization in Texas.
Here are a few guidelines to follow that might help you.
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Hopefully, your organization has the leadership and engagement of senior leaders, managers, and staff, to make your recognition practices and programs happen the way they should.
Not all organizations are as fortunate to have things rolling forward and progressing in innovative ways. And whether it is you taking the leadership role for recognition, or senior leaders directing the action needed, its leadership that makes recognition happen.
Leadership does not have to be a title. You just have to take the lead in something like employee recognition and then show others how to follow you.
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You are getting really close to having not only a well-articulated recognition purpose and philosophy statement but also a solid recognition action plan to guide your organization on its recognition journey.
In the post How To Write the Best Recognition Strategy – Part 1, I explained the “Why” and need for a recognition strategy.
Having a recognition action plan takes your recognition strategy beyond your organization’s purpose and beliefs for recognition. Now you have a complete strategy that will become a powerful tool for propelling recognition practices and programs and also driving your culture and helping to achieve your business strategy.
You’ll find more insights in How To Write the Best Recognition Strategy – Part 2 where I outline what you need with Creating a Recognition Purpose and Philosophy Statement.
Next comes your Recognition Plan. Your recognition plan is going to come from the gap analysis from your recognition assessment. A recognition assessment allows you to see on paper the strengths and weaknesses of your recognition practices, programs, policies, and procedures.
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What are the tiny changes you need to make to give better recognition more often to people?
In order to build recognition into your daily routines, you need to develop self-awareness for where recognition can happen. Then you need to develop the automatic habits of putting great recognition behaviors into practice.
This is not asking for tremendous leaps and bounds improvement. All you need to do is break down everything that goes into recognizing someone and then improve those steps by 1 percent. The tiniest margin of improvement added to incrementally will make a big difference.
Time to examine how you can make recognition a habit at your work every day. Dive in!
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What exactly is a recognition strategy?
When you search out Recognition Professionals International’s (RPI) seven best practices standards you’ll learn that their first standard is Recognition Strategy.
RPI defines a Recognition Strategy as a written strategy statement and plan with specific program objectives, with recognition aligned to the organization’s culture (i.e. vision, mission and values) and the business strategy and objectives. They use a three-dimensional recognition approach of formal, informal and day-to-day recognition practices. This Recognition Strategy document typically outlines the procedures and processes used and the program delivery methods for the various types of recognition adopted.
My definition of a recognition strategy includes a few more features that help make your recognition strategy a working, actionable tool.
Let’s dive in to learn more.
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Two magazines arrived on my desk within weeks of one another and both highlighted “feedback” on their cover articles. Then I received an email inviting me to attend an online presentation about moving from feedback to action. Looks like the topic of feedback was on my radar.
Some of us have a hard time giving feedback and even receiving feedback.
“Can I give you some feedback?”
Do you cringe at that question? Or do you look forward to discussions following that question? You and I can react so differently depending on the source of the feedback, your current work and life status, and what exactly you are being critiqued about.
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You are probably in the midst of creating your goals and plans for your recognition programs and practices for next year.
Likely, you will need to submit your goals and plan to a senior leader you report to for endorsement before ploughing ahead.
Make sure you include the following suggestions as you strategize your recognition plans. (more…)