Many in the recognition industry parlay about what people “said,” or what others have “seen,” on one survey or another, suggesting to the world that recognition improves employee engagement.
Some consultancy firms indicate where recognition “occurs,” whatever that means, that organizations have better employee engagement as well as improved key performance metrics. Recognition industry vendors indicate how many managers or employees “say” recognition made so many things totally awesome, such as employee engagement.
But what “people say” on a survey is not exactly sufficient proof.
My purpose for this post is to convince you to make some changes. Strive to build positive relationships on a regular basis with your employees. This is an essential practice to develop in order to improve the value of nonmonetary recognition.
When you have a positive relationship with your staff, you are creating a foundation on which to build employee recognition, employee engagement, and a complete employee experience. This positive relationship strength between a giver of recognition and the recipient helps to enhance the value of the recognition and show the authenticity of the recognition expressed.
I’m going to share with you some principles to apply in fostering a more positive relationship with your employees and those you work with.
You’ll find plenty of positive recognition practices to become a great recognizer in the many posts in this blog, or within chapters in my book Practicing Recognition, that will help you and the leaders in your organization.
Yet those of you who lead your recognition programs and strive to encourage your leaders to be exemplary recognition givers, influencing leaders to do this important skill can be tough.
I wanted to dig deeper and draw upon the essential skills that leaders need to develop. What might you coach your leaders on that would help them catch the vision?
Employees know if you are an exemplary leader at giving recognition.
They even tally up in their minds who you have recognized and who you haven’t. You’ll find there is a collective psyche that calculates if you have a positive or negative relationship strength with your employees or not.
The quality and level of this relationship strength affects how recipients and peers perceive the recognition.
Are people watching how you recognize employees? What would their observations say about the recognition you give to people? How do you measure up in the eyes of your employees?