There’s a big difference with how recognition is perceived by people in different parts of the world.
When I was working in India, for example, I found the people there had a preoccupation with getting tangible or monetary rewards. Why? This was mainly because the pay employees earned in India was so low their goal was to meet basic needs. If they could receive any additional money they would take it.
In France, they too found rewards more important than say verbal appreciation. However, this was not for economic reasons. For the majority of managers I dealt with there, they felt that recognition was too much of an “Americanized” rah, rah, exercise. They gave the “touchy-feely” complaint. I had to remind them that I was originally from England, and now a Canadian. I also told them that the recognition I had received, so far, actually felt pretty good.
The irony is, that in all fourteen countries, I’ve been to, including India and France, a majority of employees indicated through engagement surveys that they did not feel valued and appreciated for the work they did. They lacked recognition, beyond rewards and pay.
A subscriber, and manager, from South Africa, raised the concern of how senior leaders would not permit managers and staff to practice giving recognition to one another. They even had a hard time enlisting HR’s help with making real recognition happen in their organization.
What would you do in such a situation? Can one manager impact an organization to make recognition happen?
Following are some suggestions to consider when leaders get in the way of employee recognition. (more…)