Recognition (Part 3): A Case Example
We worked with an organization that was looking to assess their recognition program to find out whether or not the employees found it meaningful. A few years prior, the organization engaged the employees through an organization-wide survey which indicated that they needed to do a better job of recognition. Subsequently, they creating a recognition team that eventually implemented a program which included an awards event. Essentially, employees would be nominated for achieving excellence with respect to the organizational values and would subsequently be invited to a formal event.
In conducting a follow-up survey, approximately 67% of the employees still did not find the recognition program meaningful. That was a lot of time, money, and effort invested with unfavorable results.
We decided to further analyze departments to see whether or not there were any differences across the organization. One team had highly unfavorable results towards the formal recognition program but felt appreciated. This team stood out and piqued our interest.
This team engaged in a number of different programs and services related to labor work such as operating heavy equipment. This made the team unique in the organization as they were outside workers rather than being in the office. Employees worked on rotating shifts and for the most part, worked independently. They were reliant upon radios for communication which could also be openly heard by others in the team (both inside and outside workers). We decided to probe deeper into the area by having a meeting with the manager John.
We found out that the team did not have their own formal recognition program in place. However, it became quite apparent that they had a number of elements that would be found in a culture of recognition. Now, they may not have realized such a culture existed within their unit, but from what we gathered, there were definite characteristics that supported a culture of recognition. For example, communication via radios came across as very polite with consistent thank-you’s and general appreciation for one another on a consistent basis.
The following is an elucidation of the meeting and the wisdom that John conveyed:
The precursor to recognition and appreciation is having eyes that see. Not in the physical sense, but having the insight to affirm appropriate behavior by searching for positive actions and strengths in employees. As a result, when you see that individual you can convey glad tidings of tangible appreciation which promotes everyday recognition. In conjunction, it also originates with leaders modeling the behavior which can be challenging at first. Initially, employees were highly facetious and sarcastic, it then moved to an obligation due to peer pressure, and now it has become naturally embedded within the fabric of the team.
Recognition is not necessarily always positive as there must also be components of constructive feedback. This shows you are present in acknowledging their actions and responding through coaching. As a result, individuals feel recognized even if it is not always extolling in nature and they draw closer when they feel affirmed. The ratio of praise to constructive feedback should be 4:1, respectively. However, it is important to understand that constructive feedback emphasizes holding each other accountable and must be reciprocal. More simply, if you are going to give it, you better be able to take it.
There are also different forms of appreciation and it is not only verbal. For instance, ideas are recognized and shared in reference to the individual that elicited said idea. There is no sense of competition for the idea and where appropriate, they are experimented. Handling conflict and performance issues is also a form of appreciation and recognition as resolving them is validating to others.
Recognizing individuals is not only intended for the recipient but others too. When other people see an individual being recognized, they can also join in and contribute their appreciation. This repeats the idea and strengthens positive reinforcement through further reaffirmation. You will hear “water-cooler” conversations where staff recognize each other. For example, they may reflect on something unusual that happened and how it was resolved by having an organically initiated debrief.
Recognition and appreciation is also individualized. John indicated that there is a general pattern among administrative, operational, and professional jobs that is insightful. Administrative staff enjoy recognition that is formalized and publicly conveyed through meetings. Operational employees are indifferent towards formal recognition and it is important for them to receive day to day recognition that is informal but constant. Professionals enjoy recognition, but are beyond formality and words. They want recognition for what they are doing through project acceptance, idea implementation, autonomy, and engagement. The prerogative is to match recognition to how the individual would like to receive it.
Finally, the recognition component is also indirectly embedded within their hiring practices. Their process is leaning towards hiring for attitude and training for skill. The hiring process and assessments therefore inculcate questioning that deal with attitude.
Again, it was evident that elements of a recognition culture existed within the team. What was interesting is that they only spent approximately $1,500 per year on recognition and appreciation. In addition to what was mentioned above, a few actions they embedded are listed below:
- Recognition emails pinned to staff board
- Formal letters put on employees files
- Recognition and appreciation discussed at meetings
- Supervisor cc’d on emails when someone does a good job
- Expressed through writing for contribution and pick out specific task that person did individually
- Celebrate with food, pot lucks, pizza, donuts
After having this conversation with John, it sparked a curiosity to look at a few survey items within the Corporate Survey that addressed recognition to assess employees’ perspectives. We specifically looked at overall team and supervisory recognition and appreciation rather than the survey items related to the formal recognition program. It was interesting to note that the team had a significant difference in ratings compared to other teams in the department.
In conclusion, the team had higher ratings of feeling recognized and appreciated, and lower ratings of meaningfulness towards the formal corporate recognition program. They spent approximately $1,500 per year on recognition. Conversely, the organization spent over $100,000 on the formal recognition program with unproductive results.
End the Recognition series with Part 4 where we talk about the principles required in creating a culture of recognition and some actions you can take.
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