Creating a Recognition Purpose and Philosophy Statement—Part 2 of 4
I’ve outlined the reasons why you should have a written recognition strategy for your organization. But where do you begin with creating one?
Organizations need a North Star to guide their recognition efforts. Which makes the first step in crafting a recognition strategy as creating a recognition purpose statement and accompanying philosophy statement.
Having a recognition purpose and philosophy statement unifies organizational leaders and those responsible for employee recognition practices and programs. It gets everyone nodding their heads in agreement with what they have outlined. Everyone is on the same page as to why you have recognition and what you believe about it.
A recognition strategy is a written document
that outlines the purpose, direction, goals, and plans, for you and your
organizational leaders to commit to doing, and make recognition giving a way of
life and not just a program.
However, according to the latest WorldatWork
2019 Trends in Employee Recognition Survey, only 49 percent of the surveyed
organizations have a written recognition strategy.
For that reason, I am helping you with how
to create a written one-page recognition strategy to ensure you have something
rather than nothing.
I love reading
the latest business books and business magazines that inspire me to think about
employee recognition in a fresh new way.
For example, in the September-October Harvard Business Review (HBR) there’s a great article on Put Your Purpose at the Core of Your Strategy by Thomas W. Malnight, professor at IMD, Ivy Buche, associate director, Business Transformation Initiative at IMD, and Charles Dhanaraj, a professor at Temple University.
Now, as you
would expect from HBR, these academics are addressing purpose as it relates to
business strategies. But I instantly saw the application of the principles in
this article towards creating a recognition strategy.
Years ago when I
was leading a church congregation I invited a member to meet with me to discuss
a matter involving their publicly disciplining some of our youth. Ironically,
this individual also wanted to meet with me to discuss a different
We met that
evening, and I allowed them to start with their subject first. Afterward I
dealt with the more sensitive subject I had on my agenda. I can only tell
you it didn’t go over very well. In fact, they didn’t talk to me
for several weeks after.
However, I can
tell you I learned a very important lesson from that experience. And that
is, never mix agendas.
If someone wants
to see you about something, let that be the sole purpose for the meeting. Don’t
add something you have on your mind to the meeting.
In a similar
vein, never mix agendas with your employee recognition strategy either. Stay
focused on creating a recognition strategy all by itself and add nothing else.
What happens when your organization doesn’t even have a purpose for recognition? Why should you have a written mission statement for recognition?
That’s the dilemma one of your fellow subscribers submitted. For them, their biggest struggle is not having a formal company mission regarding recognition.
Too often, the focus for many organizations with recognition is limited to recognition programs. Recognition programs should be viewed as simply a tool to help people practice the more important, day-to-day practice of recognition giving.
That’s why your purpose for recognition should always include recognition practices as well as your recognition programs.
How can you create a recognition mission statement? (more…)
Many of you have a variety of online recognition programs available to your employees and managers to use.
Employees can usually acknowledge their colleagues or even express appreciation and thanks to a supervisor or manager. Most of the online recognition, award, and reward programs are peer-to-peer, manager to employee, and with formal award programs, the organization to the employee.
Sometimes, we make our recognition programs but they end up being too transactional in nature. When this happens, it can lead to a less than ideal recognition experience for your employees.
What needs to happen is more humanizing of our technological recognition programs.
I am going to give you seven P’s to consider when creating any meaningful and memorable recognition experience with your programs. (more…)
No matter where in the world I have been and asked to conduct a Recognition Strategy session – whether in Columbus, Ohio or Mumbai, India – the end product has always been amazement at the simplicity and depth of what the people in the room just created.
What is a recognition strategy?
It is a written declaration of what leaders in an organization believe recognition really is and what it means to them. It also shares why they intend to practice recognition giving for the benefit of employees, for their customers and even for their shareholders.
Going into these sessions everyone involved always thinks they know exactly what recognition is.
Surprise! Not so. It often takes a little bit of education first to differentiate between rewards and recognition before we can proceed.
So, what must you absolutely have in order to create a well-crafted Recognition Strategy?
There are actually three things that you must have in a Recognition Strategy: (more…)
Ever been mesmerized watching the rinse cycle on your washing machine? Okay, so it has been a long time for me when I was in a laundromat in Belgium. You already know the rinse cycle is that quick automatic cycle that rinses your clothes with clean water and then spins them as dry as possible.
I feel there is an important cycle you have to repeatedly spin your recognition through to make it as strategic as possible with your business. Once you have a Recognition Development Cycle created it will automatically drives recognition and helps you with achieving your business goals. (more…)