Organizations need to do a much better job of aligning recognition practices and programs with the great things their employees do.
The 2017 WorldatWork Trends in Employee Recognition Survey showed that above-and-beyond performance recognition programs were offered by 77 percent of the organizations surveyed. The challenge with above-and-beyond programs is that so few employees can ever be “above-and-beyond” at any one time. This leaves a lot of employees out in the cold, so to speak, from being recognized for positive actions.
WorldatWork results also revealed how only 51 percent of the companies offered programs to motivate specific behaviors.
In the past five years, recognition programs used to motivate specific behaviors, have risen from the fourth most used type of program to now being in the third position. However, even with this apparent popularity rise, behavioral type recognition programs only recognized 25 percent of employees, on average, in the past 12 months of the survey.
How can you, as a recognition program leader, use your recognition programs to consistently reinforce positive behaviors and lift workplace performance? (more…)
I’ve had two requests from clients from either side of the Atlantic ocean within the last two months, asking me to consult with them in helping their leaders give better and more frequent recognition.
It’s been fascinating to see organizational development folks and other leaders of various functional areas wanting to get their leaders on board with improving recognition.
Employee engagement and customer satisfaction scores were the trigger. These metrics were not the best and each client saw the correlation with their analytics and how a lack of recognition was a contributing cause.
In both companies they interviewed employees and identified ways they were not feeling appreciated and valued for their contributions on the job.
One of the companies went so far as to interview a sample of leaders who were doing well on employee engagement and customer satisfaction metrics.
What were they doing well?
They found great leaders demonstrated caring concern for most of their employees and were actively involved in acknowledging and praising their employees’ on the job.
These successful leaders knew how to make positive connections with their staff. (more…)