Differentiating Employees: Why Not Let Them Do It Themselves?

Recognize This: No one knows the contributions and achievements of an employee as well as everyone does.

In Monday’s post, I discussed the problem of differentiation creep in the workforce – how the percentage of exceptional employees is increasing as the percentage of poor performers is decreasing.

What’s the solution to the problem? The Workspan article (“Measuring Employee Performance the Right Way,” January 2011. Membership required.) gets close:

“People need to know how they are doing, and individual performance feedback should come as soon as possible on a direct basis when employees achieve, or fail to achieve, their objectives – project completion, outstanding service, missed targets, goal achievements and so on.”

I agree with that statement 100% -- but it doesn’t go far enough. If you truly want to differentiate employees, let them do it themselves. Let all employees recognize excellent behaviors, actions and results demonstrated or achieved by their colleagues. Require specifics on what was done and why it was important. Now you have a much more complete picture of employee achievement throughout the year – from the wisdom of crowds. 

What are your solutions for differentiation creep?
 

Also, don’t forget to tweet your tips for employee appreciation and recognition using hash-tag #appreciationtip to be entered to win a copy of the Winning with a Culture of Recognition eBook or Amazon Kindle pre-loaded with the eBook.