How To Make Implementing Your Recognition Plan Easy To Do

In my earlier life as a speech-language pathologist, I vividly recall an external consultant coming into the hospital I worked at analyzing our organizational challenges. We brainstormed and followed his facilitated methods to let some potential plans and goals unfold.

And so, our creative content on the flip chart sheets was all typed up and distributed to the attendees. That’s where they sat, so it seemed, for many months. I told our hospital’s CEO that there was a problem with this consultant’s work. They set nothing up for implementing the plans.

I recently finished helping a client’s organization team in drafting a recognition plan to address their gaps with recognition practices and recognition programs. I nicely printed everything up in a flow chart looking model.

I will not leave them alone with this document. I have prescribed a method for how to implement their recognition plan so they will achieve success.

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How Does Having a Recognition Strategy Really Make a Difference?

Recently, I was conducting a webinar when the organization’s Chief Human Resources Officer asked me a candid question. They wanted to know what difference a recognition strategy having would have on their organization.

I answered this question live and off the top of my head from my experience to date. Now, I am going to spell out in greater detail the difference a recognition strategy will have for you and your organization.

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What Is The Strategic Intent of Your Recognition Strategy?

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.

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Five Essential Insights On Recognition Strategies That Work

It’s one thing to write up a recognition strategy, and it’s something else to make it work. 

WorldatWork shows almost half of all their member organizations surveyed have a written recognition strategy. They even state that 94 percent of those organizations that have a strategy that is aligned with their business strategy. 

What no one follows through on is answering whether anyone actually implemented any of these written recognition strategies or not. 

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How To Innovate Your Recognition Programs The Right Way

It is one thing to make quality or continuous improvements to your recognition and reward programs. But what about innovating them?

Some of you have probably heard of the design and consulting firm, IDEO, based in the U.S., and with offices in England, Germany, Japan, and China. They founded IDEO in Palo Alto, California, in 1991. They have over 700 staff and they use a design thinking approach to design products, services, environments, and digital experiences. 

You could do this on your own or collaborate with your recognition program provider. Look at IDEO’s design process below and consider how you might apply it to your recognition programs. 

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How Your Leaders Can Be More Involved With Recognition

As a member of Recognition Professional’s International (RPI) for over 15 years, I have been able to learn from, and share insights observed from clients about making recognition happen the right way, with other recognition professionals. 

One concern a lot of recognition program managers have is getting the personal commitment and support from their senior leaders.

That’s why I’ve always liked a five-step set of principles from one of RPI’s courses that I think will help you. 

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What Do Your People Believe About Employee Recognition?

One problematic area to deal with in organizations is the beliefs people hold about employee recognition.

I have long held a three-block process model in my mind. It starts with a block on the left labeled Beliefs. A labeled a middle block called Behaviors. And a last block on the right labeled Results.

It impressed me that to get the results we desire, such as meaningful and effective recognition of employees happening, it all starts with having the right beliefs in the place first.

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Here’s How To Put Your Recognition Plan Into Action

Following the completion of a recognition strategy and planning session, you will have a written recognition action plan to execute.

This is both exciting and daunting as you take on responsibility for implementing your plan.

I will share with you some practical insights that I have seen for putting your recognition plan into action.

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What’s Your Overall Recognition Goal For The Year?

I have always appreciated Gary Keller and Jay Papasan’s book, The ONE Thing: The Surprisingly Simple Truth About Extraordinary Results and the impact it has had on my business and personal life.

This is the principle I will draw upon for guiding you in determining your overall goal for employee recognition in the coming year.

In the very beginning of this book is a lovely quote by American humorist and writer, Josh Billings, which says, “Be like a postage stamp—stick to one thing until you get there.”

And that’s my wish for you, to create an overriding one-year goal that acts as a purpose statement to help reach every subgoal and objective that you have.

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5 Ways To Get Your Leader’s Support For Your Recognition Strategy

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.

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