3 ways to make recognition the best reward of all
More than ever, the responsibility of managers is in sharp focus. What with dealing with evolving working practices, changing policies and an increased focus on inclusivity and work/life balance, the lot of a manager is complex, challenging and critical for the employee experience.
Ultimately, they can be the tipping point in an employee’s career through their actions (or inaction), determining someone’s loyalty, commitment, and satisfaction.
That level of influence magnifies the importance of who, when and how they give recognition.
The power of recognition
Good managers know recognition is a key tool and, when executed well, improves motivation, inspiration and retention, having a direct impact on business performance, the bottom line and wellbeing.
But unfortunately ‘send recognition’ can remain unticked on the to-do list. Other responsibilities can mean it’s rarely front of mind and getting the attention it warrants.
Quality not quantity, specific not generic.
But sending recognition is significantly more than just box ticking and needs reflecting in the quality and timing of any recognitions that are sent.
It’s about being more proactive than reactive. More personal than perfunctory.
For example, if an individual goes above and beyond and is the talk of the company, chances are a manager will react accordingly to acknowledge their achievement. That’s great, but what about those who go under the radar despite continually living the company values?
And when it comes to handing out recognition, we’re not just talking about a fleeting ‘thanks’ in passing (although that doesn’t hurt either). We’re talking about considered and tailored appreciation that leaves the employee feeling valued.
Timing is everything
Equally as important as the sentiment is when it’s sent. Sending it at the right time can maximise its impact, often influencing an employee’s career path.
Recognising an employee within 30 days of them starting reinforces their decision to join the business and fosters belonging. Conversely, not recognising someone for over 90 days not only increases their dissatisfaction, but also their desire to leave.
Adopting a timelier approach also reduces the chances of managers just batch-sending generic recognitions. Although sending ‘in bulk’ gets them off the to-do list, it runs the risk of them being seen as insincere, and that’s just as damaging as not being recognised at all.
It’s clear that much recognition responsibility sits on the shoulders of managers, so it’s important that they receive support to make recognition as powerful as it can be.
And it’s not just about sending their own recognitions. It’s also important that they encourage their team to send the right recognition to the right person at the right time for the right reason.
By knowing what to look for and when, managers can take action to create a positive and inclusive culture.
Here’s how you can help support your manager
1. Establish best practice for a good recognition culture. Make it clear that the more specific and timelier the recognition, the greater the impact it has. On a wider level, make sure it’s clear which behaviours should be identified and acknowledged.
2. Use data to track activity. Let managers see who in their team is sending and receiving recognitions, and to what extent. Give them access to the data that helps them establish if the right behaviours are being recognised or if the system is being abused.
3. Nudge manager behaviour and encourage best practice. A gentle reminder to managers about who and when to send a recognition can increase their effectiveness.
• Has someone recently started?
• Is a recognition overdue?
• Is it someone’s work anniversary?
In addition, timely nudges can also increase the likelihood of managers sending recognitions.
BI Worldwide research shows that targeted, timely prompting of managers increased recognitions by 16% and reward issuance (points) by 18% compared with programmes where nudges were not sent.
Share reports highlighting managers’ recognition activity. A snapshot of who’s received what can help them make informed and inclusive decisions and redress imbalances.
• Who have they already recognised?
• How frequently have they recognised someone?
• Are some individuals being overlooked?
• Are some individuals being favoured?
• Do performance levels match the recognition levels?
In partnership with BI WORLDWIDE
BI WORLDWIDE is a global engagement agency delivering measurable results for clients through inspirational employee and channel reward and recognition solutions.
