The recognition gap

Managers, take note:

Praise is rare in most workplaces and we have yet to find anyone who reports suffering from over-recognition. No wonder so many employees are disengaged.

 

Although we need and want recognition and praise, the fact is, we don't get enough -- and organizations suffer because of it.

 

Most of the time, organizations begin formal recognition programs because someone in upper management has decided that monthly or quarterly awards ceremonies will help raise employee morale. Sounds good, right? What happens is the old reliable "Employee of the Month" program.

 

For the first few months, the program might actually work. There are usually at least a couple of people who have been top performers for a long time and deserve more recognition. These stars are appropriately showered with public praise.

 

But after a while, management struggles with the inevitable question: Who should be the next Employee of the Month? Once the executives reach a compromise, a lucky manager must stand in front of the room and say a bunch of nice -- and often insincere -- things about the recipient.

 

Eventually, everyone -- regardless of merit -- gets named Employee of the Month. All their smiling photographs appear on a board in the reception area. But the whole thing is gratuitous, and everyone knows it. The one who feels the worst, of course, is the employee who receives this recognition last. Why wouldn't he? Management waited months, or maybe more than a year, to praise his "great work,”

 

Of course, some organizations do provide meaningful, deserved, and individualized recognition. Sincere and meaningful [recognition] increases the morale of any organization. Managers and employees who actively spread positive emotions, even in small doses, will see the difference immediately. And creating that difference can be inexpensive -- or even free. All it takes is a little initiative.