ARCHIVED - Quality Services - Guide V - Recognition

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Definition

Recognition

Recognition means honouring, encouraging and supporting individuals and teams who contribute, through their behaviour and their actions, to the success of the organization. Recognition involves:

• openly giving praise;
• granting monetary and non-monetary awards; and
• celebrating and communicating successes.

Recognition includes informal, free and low-cost activities as well as formal programs and ceremonies.

Recognition is an essential element of a quality services initiative. It stimulates the cultural changes necessary to the success of an initiative. Recognition helps improve client satisfaction and the quality of services provided to Canadians by:

• enlisting the participation of all employees in organizational improvement;
• encouraging and supporting quality service role models and champions;
• giving all levels of management a way to "walk the quality service talk";
• encouraging the sharing of best practices; and
• creating a sense of being a valued member of a successful, goal-oriented team.

Rewards

Rewards are linked to recognition, but they may involve compensation issues that affect collective bargaining agreements. For example, rewards may be:

• based on pre-established performance objectives that are tied to quality service goals;
• awarded as sums of money granted to employees over and above their base salary and benefits.

Examining reward options for Public Service employees exceeds the mandate of the working group that developed this paper. However, this issue is of interest to many departments and agencies, and should be explored in an appropriate forum.

Goals

Recognition is most effective as an organizational development tool when it is implemented as a planned program of activities with defined goals.

Organizational goals for recognition should:

• reinforce the ways the organization works together;
• promote key corporate values; and
• be linked to the organization's mission statement, to its organizational improvement plans and to its business plans.

Work units within the organization should develop goals to suit their own needs and challenges.

Success Factors

Many elements, listed below, contribute to the success of a recognition program.

Program principles

Recognition should be given frequently and on a timely basis

It has been shown that people have an inherent need to be recognized and that recognition is a stronger motivator than money. Employees who are recognized for their contributions will be even more committed to helping the organization meet its goals. Recognition shows them that their individual and collective contributions make a difference and are valued. Praise is a very effective and inexpensive management tool, and should be used extensively.

Recognition is most effective when it is given as soon after the noteworthy accomplishment as possible. Late recognition is frequently interpreted as a sign that the organization does not value the contribution, and by extension the employee(s), enough to offer a timely thank you.

Recognition should not be reserved solely for exceptional achievements

It is often said that what is recognized in an organization is repeated later. Granting recognition solely for the attainment of exceptional results limits the value that recognition can have in an organization. Outstanding results are the work of skilled people who, over time, have learned how to succeed in smaller, less visible initiatives. Recognition will facilitate this learning curve if it is given to people whose efforts and behaviours are ones that the organization realizes are valuable. Employees should be recognized for their efforts and behaviours, as well as for the results of their work. In addition to formal celebrations of exceptional achievements, organizations should develop and promote informal activities, including non-monetary awards, that can be used to reinforce behaviours and celebrate small wins.

All employees should be eligible for recognition

Too often, significant populations within the organization are excluded from receiving recognition and awards. Managers, senior staff and policy officers are frequently excluded, and even the eligibility of employees can be significantly restricted. Many organizations still believe that employees should not be recognized for doing anything remotely related to their day-to-day duties, no matter how these duties may be changing, or how challenging the Public Service work environment may be.

All levels of employees are critical to the success of an organization, particularly in the current environment of change. Making everyone eligible for recognition, and granting it to everyone, allows an organization to motivate, support and encourage everyone. This is how winning teams are made.

Recognition should be granted to individuals as well as teams, for accomplishments on and off the job

Individuals and teams are important to an organization. Some achievements will always be the work of an individual and others the work of teams. The contributions of both should be recognized, although if the growth of teamwork is important to an organization, team awards may be more actively promoted.

Employees' accomplishments off the job also benefit an organization. Increasing one's level of education or participating in community affairs enhances the organization and its ties to the community in which it is located. Achievements off the job should also be eligible for recognition.

Recognition should be meaningful and sincere

Recipients' preferences should be considered when selecting awards and organizing award ceremonies. Presenters should make every effort to personalize award presentations. What the presenter says is often more meaningful than the award given. If the presenter cannot clearly explain the recipient's achievement, why it merits recognition and how it relates to the organization's vision, then the act of granting an award loses most of its meaning.

Recognition should be granted publicly

For recognition programs to have impact and value, and to ensure equity and transparency, the granting of awards should be well publicized and, to the greatest extent possible, involve public events. Honouring champions and celebrating successes builds morale and dedication. It also creates occasions for organizations to demonstrate that employees truly are their greatest resource.

The value of recognition diminishes if non-performance issues are not addressed

Through its recognition program, an organization demonstrates its commitment to measuring employee performance and encouraging productive employees. Therefore, the organization must also address the issue of non-performance or face a certain level of employee cynicism.

Recognition is not a substitute for a performance appraisal

Granting recognition is one method of providing feedback on an employee's performance. But recognition is usually given in relation to one act or effort. Even if this act is significant, it does not comprise the totality of the employee's duties or the totality of the performance standards against which the employee is measured. Only a performance appraisal can provide a complete evaluation of an employee's skills, abilities and achievements.

Program design

Mobilize commitment and support from all members of an organization

Ask employees and managers what they want to recognize and how they want to give recognition. The goal of the consultation is not to obtain complete agreement and support. Obtain consensus on what needs to happen, and make it happen. The non-believers will fall in line or agree to disagree over time.

Ensure managerial and employee ownership and accountability

Design recognition programs that are visible, funded, transparent and sustainable. Balance the interests of all stakeholders - clients, employees, managers and the organization itself. Minimize the administrative and financial procedures required. Train employees and managers to use the new recognition program.

Involve all management levels in recognition programs. Create activities and programs that even front-line supervisors can use. Create awards that managers can receive. Celebrate managers who receive client testimonials or letters of appreciation. Emphasize the importance of recognition by asking managers to report on recognition activities during management meetings. Recognize managers who support recognition activities.

Involve employees in recognition. Include them in activities to set award criteria. Create activities and awards in which employees can nominate and select recipients, by themselves or with colleagues and managers. Ask employees who win awards to help select other award winners. Invite employees who have been recognized frequently to manage the office recognition program.

Create a role for clients, partners and stakeholders in the award program. Invite them to participate in the award nomination and selection processes.

Program content

Include a mix of recognition activities and award programs that target different goals

Recognition programs should include spontaneous, informal and formal awards, so that the appropriate recognition may be given in a timely manner.

Spontaneous awards generally involve giving pats on the back for simple demonstrations of a key corporate value, such as teamwork or client service. Managers may write words of praise on customized notepaper, or give employees inexpensive non-monetary awards, such as pins, mugs and pens on which corporate logos have been engraved.

Informal awards are given for more significant contributions which required more effort over a longer period of time. Once again, organizations may choose to grant letters of congratulation, or non-monetary awards whose value may range from token (under $25) to moderate (under $200). Informal awards are generally granted in team settings, where speeches are given and refreshments are provided.

Formal awards involve significant achievements. The nomination and selection processes are rigorous. Award presentations are ceremonious occasions attended by important members of the organization, and even the recipient's family members. Awards have great symbolic value and are presented with much pomp and circumstance. They may have a non-monetary or monetary component.

Promote partnerships by recognizing the contributions of clients and stakeholders to the achievement of organizational goals

There is no reason why stakeholders and clients cannot receive recognition. Organizations can send letters of appreciation to clients and stakeholders who have made noteworthy contributions to their work. They can include clients and stakeholders in team awards and celebrations. They can create "best client" awards, or they can invite privileged clients to the annual, formal award ceremony.

Develop a variety of means to communicate the achievements of award recipients

Just as there should be a range of recognition activities in an organization, so should there be a range of ways to communicate these successes. The means chosen should reflect the importance of the achievement. For example, organizations can publish employee photos in newsletters, hang photos in hallways or public service areas, or send electronic messages throughout the organization.

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