The Do’s and Don’ts of Giving Rewards and Recognition
Results of a recent survey by the Council of Communication Management confirm what almost every employee already knows: that recognition for a job well done is the top motivator of employee performance. Yet, most managers do not understand or use the potential power of recognition and rewards. This is true even though 33 percent of managers themselves report that they would rather work in an organization where they could receive better recognition.
The thoughtful, personal kind of recognition that signifies true appreciation for a job well done is what motivates employees to perform–and to perform at higher levels.
Source:
–1001 Ways to Reward Employees
Recognition Do’s:
1. Match the reward to the person. In other words, know how each employee likes to be recognized. Ask ’em!
2. Match the reward to the achievement. If the achievement is substantial–so should be the reward.
3. Be timely and specific. Say why the reward is being given and avoid just saying, “You did a great job.” If you want the behavior to be repeated, say what was so great about it!
Recognition Don’ts:
1. Relying solely on “formal” recognition programs such as Employee of the Month or Chairman’s Circle awards, etc.
2. Giving a “good job” message to everyone, everyday. Dilutes the meaning and
doesn’t drive motivation or initiative.
3. Being “stingy” with rewards. If they earned it, they deserve it!
4. Don’t forget about rewarding for positive changes in behavior.
5. Don’t take the position with performance reviews that “no one is perfect” and
deny a top performer with the rating he/she deserves. Nothing will crush
motivation faster than failing to acknowledging excellence because of your
own biases.
–Natalie Ivey, President & CEO
Results Performance Consulting, Inc.
Natalie Ivey is President & CEO of RPC, (www.rpchr.com) a Boca Raton-based company that
helps employers manage, train, and retain employees. Ms. Ivey is a certified Senior Professional in Human Resources (SPHR), and has more than twenty years of leadership and HR experience with Fortune 500 organizations.
