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Popular Posts
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Continuing our look at recent industry research Aberdeen Group just issued “Beyond Satisfaction: Engaging Employees to Retain Customers.” A...
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Recognize This: If employee engagement isn’t a board-level concern, it’s not really an important initiative. Many say the follow-through ...
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Globoforce released today the results of our research study of the importance of bridging the gap between the Finance and Human Resource fu...
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A recent issue of Incentive magazine offered interesting insight into trends in “incentive” programs and 2010 expectations in a reader fore...
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Recognize This! – “If managers just increased their praise and recognition of one employee once a day for 21 business days in a row, six mo...
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A final post on recent industry research on engagement comes from BlessingWhite’s recent advice to “Align Your Hamsters & Honeymooners.”...
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I know, this sounds counter intuitive, the companies that build recognition programs based upon catalogs of their pre-selected merchandise i...
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And finally, our Grand Prize Winner in the Recognition Gone Wrong contest: “Here’s a great example about recognition gone wrong. I was work...
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DHL Global Forwarding ’s Senior Director of Talent Management, Brent Biedermann, recently joined me for a webinar on how they’ve applied the...
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Bloggers across industries and forums have been commenting on a recent Harvard Business Online article “Why Zappos Pays Employees to Quit – ...
Stop Turning Rewards into an April Fools Prank
Categories:
Comments on Articles and Research,
motivating employees,
recognition for all,
reward choice,
strategic recognition
Dan McCarthy, author of the Great Leadership blog and a person I respect, recently blogged “Without Integrity and Trust, Rewards and Recognition are Meaningless."
Dan points out that poor program design allows for participants to “game the system” and “do whatever it takes to gain the advantage and win at all costs.”
And the money quote from Dan: “Rewards and recognition are supposed to motivate, inspire, and not create cynicism and mistrust.”
That’s why we so strongly advocate strategic recognition programs in which the focus is on appreciation, not competition. Incentive programs, in which people compete against each other for a prize, can have their place, but far more prevalent in the culture should be an employee recognition program in which all employee are encouraged to notice and appreciate the good work of their colleagues.
The key to structuring recognition and rewards to avoid “gaming the system” lies in creating a common "language" of recognition that is understood by all employees, regardless of where in the world they may work, job duties, or level within the organization. That's why we recommend the company values (and demonstration of them in daily work) as reasons for recognition and reward -- then publicizing that (as appropriate) through internal social recognition mechanisms.
This helps all employees understand what it takes to be recognized -- especially if a detailed message is included describing precisely why the employee deserved recognition -- and prevents such gaming.
Have you participated in a recognition, rewards or incentive program in your workplace? What was your overall sense of the program? One that could be “gamed” to the advantage of the highly competitive? Or one that allowed all employees to demonstrate their excellent capabilities and achievement, for which they would be recognized?
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.
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