Ben Feldman was a successful insurance salesperson back in the 1940s. When asked how he achieved his repeated multimillion-dollar sales year after year, he said, “If you’ve got a problem, make it a procedure and it won’t be a problem anymore.”
It is the same with improving your recognition programs. You first have to put some procedures in place, then you won’t have any more problems with your recognition and reward programs.
The key to consistently improving your recognition programs is to follow a quality improvement process, like the following.
Most organizations have a formal award programs that are their pinnacle of excellence for all their employees to aspire to.
You might have these kinds of formal programs where you work, too. They’re often called by a prestigious leadership position the company wants to associate with the award. You’ll hear awards named the President’s Award, Chairman’s or CEO’s Award. Or they may go for a more branded name appeal such as Bravo Award, Excellence Award, or Pinnacle Award.
Both position title or brand named awards, are usually appended with various award categories the company wants people to focus on. They attach qualities or values like Leadership, Innovation, Customer Service, or Citizenship, etc. to the award name.
But for all the time, effort, and energy put into these formal award programs you are likely only awarding around 1% to 2% of your employee base. In larger organizations this percentage is even less.
What can you do to elevate the quality of your existing formal award programs?