Managing Corporate WRECKognition

by Scott Irgang

I was recently asked about vendors that provide plug and play “Recognition” programs, templates, portals and gizmos for companies that want to recognize their staff for a job well done.

You know the formula: MORE recognized employees = MORE engaged employees = MORE productive employees= GREATER retention. Countless studies back this up. In fact, if recognition is done correctly,  at the right time with the right people for the right situation, it can be magical.  If not, all you will get is “WRECKognition” (yes, trademark and copyrights pending).

What frequently gets lost along the way is when Artifices, Jargon and Insincerity (sounds like the name of a bad law firm) get in the way of authentic recognition. An AI voice telling you through your laptop (insert voice of HAL 9000 from the movie 2001-A Space Odyssey here): “Dave, nice job of opening the pod bay doors,” is just not very satisfying.

So, based on my own workplace experiences, observations, mistakes (many!) and learnings, the following is what I believe a company and its managers and employees can do to improve recognition in a meaningful way:

1) All Recognition sources are not the same: Here is a counter-intuitive secret. In most cases, the lower the level the individual giving the recognition the more resonant and meaningful to the recipient. Yes, it’s truly wonderful to win the Department award for “Nicest Desk Plants” or the Corporate award for “Best Attendance By An Employee That the CEO has Never Heard Of.” However, getting recognized by your immediate supervisor or a colleague regarding real work and achievements is believable, feels well-earned and is almost tactile.

2)   Recognize When Warranted: Some people think that constant recognizing of others is the right way to go. It’s not. It is actually counter-productive because it “waters down” or cheapens the value of the recognition. Telling Haley, with every breath she takes, that she has great inhalation skills and complimenting Devon on his consistent eye blinking will NOT benefit either one of them. After a while, this feeble and mis-guided attempt at “recognition” will become merely white noise. Choose your moments, make them causal and meaningful…or, in other words, Everyone does NOT get a trophy!

3)   Determine Whom Should Be In The Room: There are only two situations wherein recognition gets transmitted: (1) one-on-one or (2) in a group scenario. Both provide opportunities and opportunity costs. In the 1-on-1 scenario, the manager can be sympathetic, focused and direct. The downside is that no one else can hear the compliment.

 In the group environment, everyone gets to hear the recognition but not everyone is comfortable being singled out in public or wants to invite ridicule later (claims of being a goody two-shoes or teacher’s pet). A good manager should know what will work best with each individual (or, when in doubt, ask the recipient, or, wonder of wonder, do it both ways).

4)   Select The Currency of Recognition: Most studies show that money, food and material objects, while always appreciated, are not the most coveted form of recognition. Authentic “atta boys/girls,” opportunities for new assignments and roles and an awareness by others…all have been very well received. Gift cards are easy and convenient and not as meaningful as a thoughtful handwritten note or eloquent public acknowledgement. One of my favorite stories is where the well-meaning manager gave a $100 steakhouse gift card to a deserving employee who was…wait for it…a vegetarian!

5)   Establish The Directionality of Recognition: The traditional vector of recognition is from the top down: manager to employee. But there should be other pathways: peer to peer; non-direct manager to employee in another work group; customer to worker and (when done with appropriate rules and restrictions), employee to supervisor. Irrespective of the directionality, it is inarguable that we all welcome, love and crave recognition.

6)   Be Aware of Envy: Be careful that you don’t always recognize the same person time and time again. I once visited a workplace that proudly displayed plaques with the names of each respective “Employee of the Month.” Conspicuously, the same person was recognized in 9 of the last 12 months! Imagine how the other employees felt? Remember to spread the love around. Interestingly, if the group feels that a particular individual was appropriately recognized, the group will actually be happy that their supervisor is aware (and they will also have a health dose of envy that will cause them to strive to be recognized in the future).

7)   Support Goals and Other Positive Behaviors: Figuring out what specifically to recognize can also be challenging. Here is a short but reasonable checklist:

a)      For meeting or exceeding results

b)     For appropriately supporting goals

c)      For thinking outside of the box

d)     For coming up with cost savings or time savings initiatives

e)     For “above and beyond the call” collaboration

f)       For solving other people’s problems

g)      For positive role-modeling. mentoring or networking behaviors

h)     For improving the engagement of others

i)       For incredible follow-up

j)       For organizing/running a great event

        Here are things that you should absolutely NOT recognize anyone for:

a)      Doing their job

b)     Coming in on time

c)      Following the Company handbook or HR Policy

d)     Wearing appropriate attire to the office

e)     Playing practical jokes on others

f)       Acting like the biggest idiot at a company off-site

g)      Dating the highest number of co-workers

h)     “Borrowing” the most Company supplies and

i)       Going a whole day without getting food or beverage stains on their shirt

8)   Inject It Appropriately: Recognition can be dispensed through multiple milieus. Face-to-face is the best, letters are second and e-mails are the worst. Face-to-Face allows you to look into someone eyes, use your voice and even shake someone’s hand. A handwritten note is also pretty effective as it is unusual and the recipient knows that the sender had to take time to draft it. The reason why e-mail is the least effective method is that it is cold, one dimensional and has no inflection. For example, say the sentence below out loud, but change your emphasis to match the underlined highlighted word:

“ I can’t believe that you did that.”

 “ I CAN’T BELIEVE that you did that.”

“ I can’t believe that YOU did that.”

“ I can’t believe that you DID THAT.”

The same typed sentence could be read by the recipient in at least 4 different inflections with 4 different meanings. What was intended to be positive by the sender could be misinterpreted as negative by the recipient.  That defeats the point of recognition.

9)   Measure Causality: Once enough people engage in recognizing others, see others do it or experience it themselves, it becomes a genuine part of the culture. The linear analysts in your organization (you know who they are!) will look for an immediate causal connection, but that sometimes takes a while. When it kicks in, you will see engagement scores rise, retention increase, productivity improve and real, live, authentic smiles on the members of your workforce. Further, it is worth noting that givers of recognition tend to have their spirits lifted just as much as those that get it.

Following these 9 easy steps can maximize the impact of recognition on your workforce and deliver engaged, energized and productive employees. You may even get recognized for instilling or perpetuating a culture where employees are valued.

Bonus: Taking My Own Advice: This is as good a place as any for me to say “thank you” for reading this entire article…and, by the way, nice inhalations and exhalations. You rock!