|
|
Why Recognition Band-Aids Never WorkAn employee of an aerospace contractor said, “Last year was a very difficult year; I worked hard, but somewhere along the line I said something (I never learned what) to a director that caused me to be in the proverbial penalty box.” She went on describe how frustrated she was and that she was considering looking for another job. It was at that point that her director chose to recognize her. “At the end of the year, I was one of five recipients for the Employee of the Year Award, which came with a $2000 bonus. While I was pleased, it felt hollow and didn’t make up for the months of frustration.” Quick fixes aren’t the answer. The employee relating this story would have preferred courtesy and cooperation to a bonus and award. They didn’t make up for the way she had been treated throughout the year. Recognition band-aids make employees suspicious and damage the integrity of employee recognition. Consider the supervisor who comes by the employee’s desk and says, “Good job!” As one employee put it, “I felt like I just got checked off a mental ‘to do’ list.” Think about the reactions of the multitude of employees who tell stories of unsupportive managers who hand out certificates of achievement and expect a more motivated workforce. They feel manipulated. Their managers know they have a morale problem and expect recognition to fix it. The cure Employees are frustrated with managers who give limited guidance or, at the other extreme, who micromanage. Every month they find they are working harder than ever before, yet they still worry about job security. In organizations around the country, good-intentioned programs are put in place to fix poor morale. An overwhelming majority of organizations have recognition programs but most have little effect. Why? Because employees see these programs as superficial fluff intended to distract them from their day to day workplace frustrations. Sometimes the only appropriate recognition is to recognize the existing problems and fix them: If there is distrust in your workgroup, forget about presenting certificates of achievement. Employees won’t trust you to be sincere anyway. It is better to recognize employee value by working to restore their trust. Provide information. Have an open book policy. Solicit employee opinions and use what you learn. Be fair and consistent. Employees will view these things as truly meaningful recognition. If employees are working with outdated equipment and inadequate resources to do their jobs, forget about bonuses. When employees don’t have the tools they need they often see that as a lack of respect, or recognition, for the job they do. If you give them bonuses when they lack basic resources they will doubt your ability to manage. At a fundamental level, you recognize employee value when you provide them with the tools they need to do their job well. If the quality of the products or services you deliver is poor, forget about team recognition. It would be better to focus on generating the kind of improvements that would allow employees to have pride in telling others where they work and what they do. A sterling reputation in your community and your industry provides its own form of recognition. If employees feel unchallenged, forget about touting their accomplishments. It will seem hollow. It is more effective to recognize employee capabilities by providing new challenges that will allow them to grow and perform at new levels. New opportunities and challenges provide the kind of recognition that will really improve job satisfaction. Fix problems in the workplace, and you show employees that they are valued. You create inherent recognition. Once you have a work environment that provides this inherent recognition, you can offer additional opportunities with peer-nominated awards, individual praise, and more. Just remember that, without the right foundation, most recognition is a waste of time and money. Managers, who are most successful, spend less time thinking about recognition itself and more time thinking about how they can help the people they work with. The same is true of organizations. Those that put the most effort into creating the most positive and productive work environment have the most motivated employees. When these managers and organizations say that people are the most important asset, they mean it. They help others learn and grow. They share information and trust people to use it appropriately. They value both the individual and their contribution. People can tell when someone really cares about them. That can't be faked. When it comes to recognition that works, nothing can replace sincere respect and the positive relationships that it creates. Recognition is not a miracle cure. While lack of recognition may be part of the morale problem, in many cases the manager’s attempt at recognition only makes things worse. If a morale problem exists figure out what is causing it, fix it, then supplement your efforts with recognition programs. © Cindy Ventrice 2003 Want more? www.maketheirday.wordpress.com
For permission to reprint this article or to learn more about workshops and presentations, you can contact Cindy at 831-476-4224 or cventrice@maketheirday.com.
|