Issue: Using Recognition to Build Performance

Forget awards such as employee of the month, or similar schemes that single out one person! Though they are usually well-intended attempts to provide recognition, they may backfire. Frequently all they do is embarrass the person being recognized and turn off those who did not receive the recognition. Why is that?

1. Everyone else who has performed well feels slighted, especially if the person receiving the recognition is not perceived to have performed noticeably better than the rest.
2. Frequently the criteria used to make the selection are unknown, so the recognition is perceived as a "brown-nose" award or favoritism.
3. Sometimes awards are perceived as awarded to the "squeaky wheel," to silence him or her. That sets up a counterproductive reward structure.
4. If teamwork is important, individual recognition is inconsistent with teamwork. If the team wins, everyone wins. If the team doesn't, no one should.
5. Sometimes awards are used to manipulate people into doing something for the wrong reason. I know of an organization that gave a trip to Las Vegas to the person who brought in the most new members. The person who won focused more on winning the trip than on making sure that the people he recruited would derive value from their membership. Of the sixteen recruits, only one renewed the next year.

Don't get me wrong! I believe in recognizing people for their accomplishments when it is done appropriately. Here's what I suggest:

1. Set inclusive criteria: When everyone can win, more people will strive to achieve. Yes, you'll be recognizing more people, and that's great. You will benefit from their higher level of performance.
2. Keep raising expectations: As people achieve set standards, the standards need to escalate. You need to expect more from a master than a novice.
3. Provide self-monitoring information: As people strive to improve they need timely information. Think of golf. People don't have to wait for performance reviews. They know their score immediately and can recalibrate what they do without being told to.
4. Unintended consequences: Before establishing any criteria, look for their unintended consequences. Be sure that the behavior you are recognizing is based on doing the right thing for the right reason, and is in the best interests of your organization. Don't reward people for inappropriate behavior!
5. Cite why: When you recognize people for their accomplishments, cite specifically what they did and why it is important. Your specific feedback may be more important than any goodie they are awarded. It communicates that you care enough about them and what they do to pay attention and provide specific feedback. That is a genuine compliment!

People flourish on recognition for their accomplishments when it is credible to them and their peers. To be credible, the criteria must be clearly understood and viewed as relevant to furthering organizational goals. Awards need to go to the right people for the right reason.

Sincerely,

Ian Jacobsen, FIMC
Certified Management Consultant