Organizational leaders often want to know the impact recognition has on people centered metrics. To find out how their recognition practices or their recognition programs have on measures like employee engagement or employee retention can cost a great deal if running a full scientific and analytical evaluation.
One way to ease the cost burden and still collect a powerful indicator is to conduct estimation analysis. Estimation analysis is a simple method to analyze data, employee perceptions, and interpret results.
It is important to remember that in conducting estimation analyses, that you are using an imprecise science to calculate the level of impact, or perhaps the amount of improvement gained.
Consider how you could use estimation analysis in your review of employee recognition practices and programs in your organization.
To be successful with any recognition program, create criteria that you can measure your success by. How else will you know whether your recognition programs are achieving the results you want from them?
In our Recognition Maturity Model, we have built in four criteria that help determine where you stand with recognition across nine categories, such as leadership, culture, programs, and analytics.
Look at the following criteria to see where you think your recognition programs stack up.
Designing and developing recognition programs take a lot of thought, planning, and creativity.
The best way I can recommend beginning is to consider the distinct programs falling under a pyramid. And like building most structures, the foundation is critical because it holds everything built on top of it.
That’s why you build your recognition programs from the bottom up.
Whether approaching the end of a calendar year
or a time to consider a refresh of your recognition practices and programs, it
is important to ask yourself as the recognition owner in your organization,
“Where do we most need to improve recognition?”
Often this whole question of improvement
follows the review of your annual employee engagement survey. Right off
the bat I can tell you that if the average score of your recognition related
questions on your survey is less than 65 percent, then you are dealing with
issues with your daily recognition practices of everyday recognition.
Looking at everyday recognition, you know this
should happen on a daily or weekly basis and impact between 80 and 100 percent
of your employees. This is a great opportunity to work on.
Where else can you improve recognition at your
organization? What are some practical steps you can take?
Whenever I visit
an organization that has senior executives who are exemplary recognizers,
it’s a whole different ball game. Leaders who know and understand the
importance of recognition really drive the rest of the organization in making
leaders have set an expectation that giving good recognition is part of the way
their organization does things. They are visionary leaders who lead their
organizational culture and acknowledge people who live the values. They are
purpose driven. These leaders are present at as many recognition and award
events as they possibly can. And if they cannot attend, they will
assign another top recognizing leader.
Leaders who are
on board with recognition see it as the right thing to do for their people.
They have also seen the benefit that comes to the organization when you treat
your people with respect and value them and their contributions.
Looking at their
recognition strategy (note, they have one) you will find their C-suite
leaders endorse it fully in word and deed. And that includes budgetary support,
leadership actions and reinforcing management accountability on all
strategic recognition initiatives through performance management and feedback.
See if your
leaders demonstrate any of the following attributes as recognition