You’ll hear a comment from a leader questioning the import of your wanting to create a recognition strategy. Another leader glosses over the latest engagement survey results and states that 56% percent on the recognition questions is good, isn’t it? These are all real scenarios.
Now I am well aware this does not describe all leaders. But there are enough to cause concern.
A few of them don’t understand why some employees are complaining about a lack of recognition. They think they pay their employees well and they have good jobs. What more can they want?
Sounds like it’s time to let your leaders know what it feels like to be unrecognized.
People are getting pretty excited and energetic lately about creating recognition strategies. And for that I am grateful.
Slowly, but surely, more and more business leaders are creating written recognition strategy documents that outline their ideal recognition practices, the recognition programs they feel they need, and an outline of their purpose for recognition, along with any philosophy and principles to guide everyone on giving effective and meaningful recognition.
What follows, of course, is the need for setting short-term and long-term objectives, and creating a plan to address strengths and areas requiring improvement with both recognition practices and recognition programs.
No company I have worked with so far, or had the pleasure of viewing their identified recognition best practices, is perfect at recognition. Every organization can stand to improve recognition in some way or another.
So we are going from the premise that you’ve already written up a recognition strategy document.