Career Coach: Recognition not only boosts employees, but can also give a lift to the bottom line
Suppose someone asked you the following questions: Do managers in your company do a good job of recognizing employee contributions? Have the employees in your firm recently received praise or recognition for their work?
What would you say? Let's hope you answered positively. But for a majority, getting a pat on the back may be a rare thing.
Based on a very large study of employees at U.S. organizations over a decade, Adrian Gostick and Chester Elton, who write books and conduct training programs on the power of recognition and team-building, reported some disheartening statistics:
-- 79 percent of employees who quit their jobs cite a lack of appreciation as a key reason for leaving.
-- 65 percent of North Americans report that they didn't receive recognition at all in the previous year.
The lack of recognition is not only demoralizing to employees, but it can hurt company performance. When employees know that their strengths and potential will be praised and recognized, they are more likely to produce value. Recognizing their efforts is not about making sure everyone gets a trophy. It's really about taking the time to thank people for the contributions they give to making the company a better place. This is especially meaningful these days when job insecurities run high and employees find themselves working longer hours for less pay and fewer perks. Getting a genuine thank-you from the boss can really make a difference.
In Gostick and Elton's research, firms that scored in the highest quartile in a survey of how organizations and managers recognize excellence had significantly higher returns on equity, returns on assets and operating margins, and had some of the top scores for customer and employee satisfaction and retention.
If recognition does make a difference, why don't managers recognize others more often? Some managers tell me that they offer enough praise even though I have yet to hear this from their employees. Or managers say things like, "If I recognize them too much, it won't mean anything," or "Why would I recognize them? Aren't they just doing their jobs?" Another one I hear a lot is "If I give them recognition, they will just keep asking for it." These are often the same managers who complain their bosses do not give them enough recognition.
So what's a manager to do?
First, examine what is currently being done to recognize employees at the firm. Get feedback from employees on what's working and what's not.
Second, design a recognition system that is performance-based. Make sure the system is aligned with the culture you want in your firm and the company's values and business objectives.
Third, train other managers in providing recognition.