The previous post was about reward. Often the terms ‘reward and recognition’ are said in the same sentence. Some organisations link them closer than others. For now, we are talking about recognition in the sense of acknowledging contribution, service, or simply a job well done.
Recognition takes many forms, from the simple thank you, to the traditional long service award, and on to the employee of the month. It can be both organised or organic.
What we know about recognition and appreciation is this. It is powerful.
Just like reward, recognition is personal. What works for one person isn’t necessarily going to work for another. For every employee who would love to be nominated employee of the month and have their picture on the wall, another would find the whole process an utter embarrassment.
Recognition is most effective when it is part of a culture and not an organised and structured activity. Some of the power of recognition is when it is in the moment: not waiting for a ceremony or to be remembered the next time that there is reminder about a recognition event. Timely recognition is the most authentic type.
Finally, we know that recognition isn’t, for most people, about money. That is why we kept this chapter separate from the one on reward. Whilst some recognition schemes might have a monetary value attached, such as providing vouchers, the power within it is from the recognition itself. Whatever comes with it, be it a trophy or a sum of money, usually comes second.
Employee recognition is capable of making people feel appreciated, engaged and happy at work. It can support and drive desired behaviours and attitude or culture, or support desired outcomes like team work or increased morale. However, done badly, it has the power to seriously disengage employees. Poor recognition schemes can lead to people feeling like there isn’t fairness within a team. It can lead to allegations of favouritism. It can lead some to feel unrecognised or under-valued.
When it comes to the specific types, as we said there are many. Most organisations have some sort of recognition, and the long service award is probably one of them. Some people are none too keen on long service awards. They see them more about rewarding presence over contribution. Of course this can be true, in some cases. But like everything we advocate in this little book; it is all about what fits at your organisation and for your culture.
When it comes to recognition, the role of HR is twofold. When it comes to the formal scheme types of recognition, it is about making sure that they are fit for purpose and drive good consequences, not unwelcome ones. The second element is to create the culture in which recognition and, in particular, appreciation happen as a natural, regular and natural thing. The latter is most definitely more difficult than the former.
Recommendations on recognition:
• You don’t have to spend lots of money. There is a ton of stuff you can do for less than a fiver. It is the little touches that people remember and appreciate.
• Make it personal. Give people choice on how they are recognised where you can. If you are sending a card, make sure it is handwritten.
• Do a recognition audit. What do you do now and what do people think of it? Do they value it?
• Consider social recognition. There are plenty of software options available, and they aren’t that expensive. This isn’t about prizes or tokens, it is about appreciating people in pubic for all to see, usually on some sort of internal system.
• Don’t make silly mistakes, like giving alcohol without an alternative to employees who might not drink for personal or religious reasons. Consider carefully what you offer.
• Make recognition a surprise or a nice to have. Not something that can or should be expected or taken for granted.
• Be innovative. Employee of the Month schemes are fine but done to death. Keep changing and making your recognition feel new and different.
• Make it inclusive. Everyone should have an equal opportunity to be recognised in your formal elements.
Things that you might not want to do:
• Have votes to determine who gets recognised. Those with the biggest team or most friends at work will inevitably win.
• At the same time, don’t make it all about the management team choosing either. This can lead to feelings of favouritism, or ignore the quietly successful.
• Don’t throw the long service award away because it isn’t trendy. It is often hugely valued within those organisations where long service is a tradition – and others beside.
• Don’t make the prize too big. You don’t want people to do good work because they might win some fancy prize. Even worse if only one person can win it. You can make it meaningful, without making it all about the money.
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
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