Recognition (Part 2): The Downside to Recognition Programs

In order to keep employees motivated and engaged, we have been told that an emphasis should be placed on recognition and as a result, recognition programs have flourished.  Albeit, the impact that recognition programs have on employees is debatable as some studies indicate that it increases performance, while others show it can exacerbate motivation.

The spirit of recognition programs by their very nature are intended to be benevolent but have an inadvertent negative impact.  This unfortunately leads to apathy, sarcasm, cynicism, and a lack of perceived fairness.  For instance, recognizing an individual where staff feel it is undeserved can be demotivating.  This leads to employees questioning objectivity, biases, and elements of nepotism.  Furthermore, it brings to light what the organization and leaders’ actually value when it comes to recognizing and reinforcing.  Recognizing a person who is viewed as a malingering contributor will probably not reinforce what the organization values.  Unless of course malingering is part and parcel of the organizational values.

The most significant downfall of formal recognition programs includes the mechanisms that uphold inauthenticity.  Recognition is not perceived as genuine when there is a formal program in place that is commanded and controlled from the top-down.  Where the entire organization is required to participate in a formal process and employees have no discretion in selecting from among the nominees.  In these instances, human resources and senior leaders dictate the program who usually have distant relationships with the recipients.

Recognition can be team based which is respectable as it promotes and values teamwork and equality.  Yet, that individual who was more assiduous receives the same award as the individual on the team that may have done jack.  The recipients then feel treated like everyone else which is further propagated by receiving the same generic remuneration that is not individualized.

Projects are mainly highlighted when it comes to recognition, but there may not be equal opportunity for staff to work on such ‘special’ projects.  Accordingly, they will never have the prospect to be recognized.  This may even result in repetitiveness by having the same individuals being recognized on a regular basis.  In addition, day to day activities where people also put forth unyielding effort goes underappreciated.

Rewards are a key component to any recognition program and a low number of employees desire tangible rewards as the primary way to be recognized.  This is not to say individuals will say no to a meaningful gift, but generic plaques and trophies are viewed as insincere and disingenuous.  Intrinsic motivators such as achievement, acknowledgment, autonomy, challenging work, and growth are far more encouraging than extrinsic rewards.

Employees put more emphasis on shared values, engagement, collaboration, creativity, and autonomy.  These are components of a high performing culture, but what is fascinating is that a key element linking all of them is recognition.  How can you have shared values if you do not identify them, promote them, and reinforce them through recognition?  People also want to be shown that they are appreciated through various mediums such as engagement and autonomy rather than being told they are admired.  In other words, show me, don’t tell me.

Individuals want to feel sincerely appreciated and know what they do matters by being valued for it.  However, not everyone feels appreciated or encouraged the same way as everyone else.  This is evident in research conducted on the five languages of love/appreciation.  Appreciation can be shown through either gift giving, quality time, words of affirmation, acts of service, or physical touch.  Meaning, some people may appreciate a simple thank you while others find gratitude through quality time with their supervisor.  Some enjoy public recognition while others would feel embarrassed and prefer private recognition.  Certain people want to be recognized through autonomy and collaboration rather than receiving an award.

It is important to understand employees’ idiosyncrasies when it comes to recognition rather than implementing a one size fits all methodology.  We need to come across as being genuine, having a vested interest, and promoting recognition in a positive light for it to be effective.  One of the most prominent complaints about recognition programs is that they feel artificial and insincere.  Appreciation is more effective when it is provided frequently and in a timely manner.  Finally, it is more sincere when it is individualized and meaningful to the recipient.  Formal recognition programs miss the mark at taking these nuances into consideration which propagates apathy, sarcasm, cynicism, and questions of fairness.

Continue with Part 3 where we showcase a real life case example and what we found with one particular organization.