What do you do when you want to recognize people? What’s the right reward for employees when you feel they need one?
Recognition, as I have shared before, is mostly an intangible expression of acknowledgment and valuing of a person’s positive behaviors, personal effort, and the great contributions they have made. Recognition is your personal communication and feedback stating how you admire and appreciate someone for what they are doing. Recognition is a gift, not a right.
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Now is a time for unconventional leadership and innovation with recognition and reward programs. Analytics and AI are blossoming in the HR technology world. We need these same tools in the recognition space. This requires a certain type of leader – an unconventional leader. Look out for people who demonstrate these Top 10 Unconventional Ways to Lead Your Recognition Initiatives. They’ll advance the cause of recognition into the future.
1. Unconventional leaders have courage to do the right thing. If a recognition and reward program hasn’t shown any benefit these leaders are prepared to shut it down. But they’ll also expect you to replace it with something better that will work.
2. Unconventional leaders demonstrate impeccable integrity. They’ll want inclusion and fairness with all programs, especially with rewards. They’ll advocate for the receptionist and janitor the same as they would for any senior executive.
3. Unconventional leaders are wise stewards over everything. They’re willing to invest funds and resources for recognition programs over the long term. No one will be expected to do more, or work longer, than is right and respectful of home needs.
4. Unconventional leaders are humble enough to be working for others. You’ll find great leaders are willing to go to bat for you and work with you. They’ll want a strong business case presented and clear rationale for the programs you want.
5. Unconventional leaders simply care for others. Recognition programs are about caring and appreciating others. Besides praise and acknowledgment, they’ll want care shown for the positive and tough things that happen to their employees.
6. Unconventional leaders take on challenges. Why not boldly declare that all employees will feel valued and appreciated for their contributions on the job. It may not be easy to do but they will enlist every company leader to make sure it happens.
7. Unconventional leaders ignore what everyone else is doing. If a majority of companies are using points-based reward programs that doesn’t mean these leaders will follow. They will create the best vision and processes right for their employees.
8. Unconventional leaders lead with leading indicators. Forget about lagging indicators like recognition program usage and participation statistics. These leaders are looking to measure whatever behaviors precede every recognition experience.
9. Unconventional leaders are always dependable. They will lead recognition by example. You can count on them to consistently use your recognition programs. And your employees will always be proud to receive a thank you card from them.
10. Unconventional leaders use persuasion for power. They will never usurp control over your managing of recognition and reward programs. Instead, they will gently steer you in a direction that eventually makes sense and that you fully adopt.
Previously published in Incentive Magazine by the author.
Roy is no longer writing new content for this site (he has retired!), but you can subscribe to Engage2Excel’s blog as Engage2Excel will be taking Roy’s place writing about similar topics on employee recognition and retention, leadership and strategy.
One of the questions I am often asked when it comes to rewards is what to reward people with as well as when are you supposed to give those rewards.
It’s important to remember that rewards can be tangible, monetary, or experiential in nature. This opens the door to all kinds of creative options and ideas for what to give to people or give them access to choose.
And broadly you give rewards to individuals or teams whenever they reach pre-set goals, a significant achievement, or a special service was performed.
Now let’s dig a little deeper so you can better understand these elements.
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When you think strategically about recognition and rewards or with trying to implement them, do you have a logical order in how you think about them or practice them?
Yes, I have a bias in that I am foremost a recognition strategist before thinking about rewards. But I completely understand the place for rewards and know the value they play in both recognition and reward strategies.
However, I think there is a psychological and practical reason for prioritizing recognition before rewards.
Consider the following reasons.
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