Rules of the Recognition Game
By Cindy Ventrice
Recognition is a powerful tool that can make workplaces, on average, 15-25 percent more productive. Done right, recognition makes employees more engaged in their work and more committed to your organization. Done wrong, employees become disillusioned and apathetic. Many factors contribute to whether recognition works or not. One of those factors is whether or not employees know the rules of the "recognition game."
Think of the last time you played a game: a sport, board game, computer or video game- anything that you like to play for fun. Did you know the rules of the game before you began? Did everyone play by the rules? What would happen if you all played by different rules or someone cheated? Your first reaction might be frustration. You might attempt to get everyone to play fairly by the same rules, but if that failed you would probably lose interest and quit. The same thing is true with recognition. When it is ineffective, frequently it's because no one knows the rules of the "recognition game."
Playing by the rules means judging and recognizing performance based on pre-established criteria. It builds trust when you play by the rules, and employees who work in an atmosphere of trust are happier and more willing to work cooperatively. So, how do you establish the rules of recognition? You begin by identifying the values, goals and behaviors that lead to success.
Values and Goals
Clarifying values and goals helps to define the objectives of the game. It begins to answer the questions, "What do we have to do to win?" and "How do we know when we have won?" The answers to these questions help to determine how employees will behave.
Can the people who work with you describe what your organization, division or department values? Do they understand your business model, your mission statement? If not, you need to communicate that information.
Disney's core values are imagination and wholesomeness. This is such an important part of Disney that not only do employees know their values, so do their customers. Disney does an excellent job communicating its values.
Dell Computer has a strong business model that includes a commitment to low inventory levels. They do a good job of communicating that commitment. The people in purchasing know they must tell sales if a supplier is slow delivering a component. The people in sales know that if demand for a product drops for 48 hours, they need to tell purchasing so they can reduce their reorder level. Dell has communicated the importance of low inventory levels, and employees do their part to ensure success.
Reinforce with Recognition
Know where your organization is going, and know how you plan to get there. Communicate your strategy clearly and frequently. Do these things, and you provide the basic "rules of the game." Once you have communicated the rules, you can use recognition to reinforce them.
To reinforce your values and goals you might do any of the following:
- Provide an award to the person whose idea results in a safer work environment.
- Have a pizza party for the department that completes a record number of orders in a week.
- Provide a "traveling trophy" for the team/individual with the most sales.
- Feature the story of an employee in your customer newsletter who went out of their way to help a customer.
Reinforce your mission, values, strategic plan, and goals of the organization using recognition. When you do, employees will have a better understanding of the "rules of the game."
Individual goals and performance
Group goals provide a framework for individual performance goals. Understanding what motivates the organization, division, department, or team helps employees align their own goals and gives them a greater sense of purpose.
Help employees select goals that align with your shared values and goals. Clarify tasks and roles so that each person can recognize their own unique contribution. Help employees discover, understand, and even extend the magnitude of their contribution, and you help employees to recognize the value of their own achievements. In turn, they will be more enthusiastic and productive.
Recognize individuals with a private verbal acknowledgement or a handwritten or emailed note. If they achieve a goal that is a significant milestone, announce it in a team meeting or provide a gift certificate when you acknowledge the achievement. Choose a form of recognition that is most appropriate for the individual.
High performance behaviors
Employees like recognition that is specific, relevant, and frequent. They want to be recognized, in some manner, at least every seven days. If you focus only on achievements, it is very difficult to offer recognition that frequently.
Two solutions for the frequency problem are manageable and effective. The first solution is to get everyone involved in the process of recognition: team leads, coworkers, even the individual themselves. The book, Make Their Day! offers ideas on how to involve everyone. Second, and the point I want to address here, is that you need to recognize behaviors as well goals. Together, these two solutions will expand the opportunities for recognition exponentially without overburdening the manager.
Recognized behaviors, like goals, need to be specific. When someone tells you they appreciate that you offer several possible solutions when you present a problem, you know exactly what they value. You can't say the same thing when they compliment you on your positive attitude. Do they mean they like that you don't mention potential problems? Do they like that you tell jokes in the break room every morning? Or, do they mean that it's great that you let them push you around without complaint? With vague recognition, it's left up to the imagination.
Vague: positive attitude
Specific: Treats customers and coworkers with respect.
Tackles projects outside the scope of their job responsibilities.
Rarely complains, prefers to look for solutions.
Brings a bit of fun or humor to every meeting.
Treats failure as a learning opportunity.
Clear, specific recognition is meaningful. It provides both reinforcement and guidance. Remember, you are providing the rules of the "recognition game." Ask yourself the following questions to determine whether or not you are playing fairly.
- Is my recognition focused on the most important issues?
- Have I clarified how recognized behaviors and outcomes support what I value?
- Am I confident I'm recognizing the intended behaviors and outcomes and not others?
- Do I tell employees exactly what they did and why I value their behavior or contribution?
- Do I consistently offer equivalent recognition for equivalent achievements and behaviors?
Answer yes to these questions, and you are playing fair. Employees will trust that the recognition you offer is meaningful. You will have made a significant first step in offering recognition that is capable of making someone's day!
