Recognition Professionals International’s first Best Practice Standard for recognition programs is having a Recognition Strategy.
Does your organization have a written recognition strategy? If you do, what is your intention of having a recognition strategy?
I want to address what the strategic intent is behind your recognition strategy. And if you don’t have a recognition strategy yet, I will clue you in how important it is to know your strategic intentions. Strategic intent is both philosophical and outlines the purpose of recognition.
One issue impeding recognition managers from initiating a recognition strategy is having the full support of their senior leadership.
Before undertaking the creation of a written recognition strategy and plan, you must operate with the full blessing of the leader you report to. Your leader knows all that is going on in the organization. They can tell you some of the direction happening. They will know what to beware of, or at least to be mindful of.
So, let me give you five ways to get your leader’s support for your recognition strategy.
There are various stages you pass through when using our recognition strategy approach. First, is crafting of a fitting recognition purpose and philosophy statement that is just right for your organization.
Then comes the identifying of the areas you have to focus on following a recognition assessment. All organizations have strengths and weaknesses. Know where to need to focus your energies to improve recognition practices and programs really helps.
But before you identify those focus points, there is one important thing you have to do. You need to declare what your overall guiding objective is to improve the quality of recognition for the year ahead.
Having articulated what this goal is will help your organizational leaders know what you should all be shooting for. And it helps you personally with an additional criterion point to use in making decisions.
Okay, so you’ve written your recognition strategy. You have a vision and purpose statement for recognition practices and programs. You even have a plan drawn up with focus areas and objectives to see things implemented.
Do you just launch the thing and see your recognition strategy unfold? The details drawn up do not mean it will accomplish your strategy as is.
Life often has surprises in store for us. Even a recognition strategy can have surprises, too.
The recognition and reward industry are a mix of similar goods, technology, and services, in contrast with newer players who tend to provide more of a “plug-and-play” program offering.
Plug-and-play recognition and reward programs tend to focus more on the offering of rewards than they do recognition. And with this software as a service, stand-alone programs, clients typically manage their own programs.
The question you have to ask yourself is whether you want a “quick-and-ready” approach. If you want to lead out with recognition and use rewards wisely you might want to think about creating a strategically designed recognition approach instead.
If you are going to compare you have to compare all the way. Is the vendor simply a provider or are they willing to be a reputable partner dedicated to maximizing the employee experience?
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
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.
I think there is a psychological and practical reason for prioritizing
recognition before rewards.
Some leaders get it and some don’t. There are those who have strong people skills and understand the value of giving recognition well. Then are the others who question the purpose of recognition and the expense associated with it.
How can you guarantee getting leadership support and their personal commitment to making recognition happen?
Think about the following ten steps before heading into a meeting with a leader or your senior leadership team. (more…)
Being unable to get their company’s managers to consistently and correctly use their online recognition programs often frustrates most owners and managers of employee recognition programs.
Yet, there’s an interesting irony to this problem when you ask yourself, how often have we involved managers in the design of our recognition programs? We can eliminate many of our problems if make our programs more manager and employee-centric and give them a positive user experience. (more…)
Many of the attendees at my breakout session at the recent Human Resource Professionals Association were committed to wanting to improve employee recognition practices and their recognition programs where they worked.
One person submitted a question to me asking, “What would be the first 3 steps to take to start with Real Recognition?”
I am going to outline the three steps I would recommend you start with to make everyday, recognition – and specifically Real Recognition® – happen throughout your organization.
These steps are only easy if you commit to asking the hard questions of one another, being vulnerable enough to hear people’s responses, and then having the courage to act upon them. (more…)