Employers who want the best from their staff need to find ways to reward good work and the right attitudes
Employees are the backbone of every organisation. Sensible employers understand that if they care for their staff so, they, in turn, will care for the organisation. And staff that feel valued invariably become motivated and loyal.
Regardless of position – whether owner, director or manager – those in senior roles need to learn how to motivate their team.
The basics
It doesn’t – or shouldn’t – take rocket science to know that employee recognition done well can improve employee engagement, which in turn leads to higher productivity, better performance, and lower staff turnover.
Good recognition can help staff gain confidence in their abilities in the workplace; recognition effectively empowers staff.
As to the basics of employee recognition, it’s important to appreciate the key elements of any rewards programme. First, all should be given an equal chance to be rewarded. Second, recognition should relate to a specific behaviour or activity, and third, that recognition and rewards should be given quickly once earned.
Scheme design
A good recognition scheme requires thought and an understanding of the objective – that is, what is being recognised (longevity, performance, service or whatever else is important to the employer), what employees would most appreciate (a public vote of thanks or private recognition), and what they would prefer to be given (time off, a gift or a voucher… remembering the tax implications).
When it comes to the rewards themselves, there are both tangible and intangible options. The former might be increased pay and benefits to make staff feel more secure and so better off, or it could be a gift voucher. A certificate or plaque also offers more obvious public recognition.
But money and trinkets don’t always work for all; rather, employees who think they are valued often feel higher levels of job satisfaction. In other words, the intangible can be as important and valuable as the tangible – the bonus is that intangibles often come without any cost.
Options to consider here include simple recognition via an ‘employee of the month’ photo wall or a private letter to the employee concerned, career development, help to better an employee’s work-life balance, or it could be something as simple as a prized parking spot for a month. However, public praise not only enhances the standing of the individual concerned but can also rub off on others in the team. This is especially impactful when recognition comes from the team themselves, and has been ‘peer-reviewed’.
Implementation
With the landscape set out, it’s important to consider how a recognition scheme should be implemented. Done well, it can work wonders, but if done poorly, it may be very damaging.
The first thing to consider is how the scheme is to be communicated to staff. This means thinking about the type of reward and tightly defining the criteria for winning. Options here include a general meeting or an email that explains the rewards regime in detail.
Alternatively, the scheme may be posted in a staffroom where all can see it. Those that are working from home regularly will need a private email or letter.
As for the recognition itself, this needs to be specific and outline why the individual has been singled out for praise.
Next, it’s important to be consistent so that staff can trust the process as being open, transparent and fair. This should include reasonable regularity of the award (once a year is too infrequent to hold any value), making the award at the same time of a period (say the first working day of a new quarter), and giving rewards out quickly.
It follows that awards must be fairly given, especially given the impact of discrimination laws. This means that all must have the same opportunity to earn recognition, that those with special circumstances are recognised as are those doing their best even if they don’t perform to the same level. At the same time, it’s important to recognise the rate of any improvement – everyone is different.
Remember that no programme will ever stand still. This means that management needs to regularly assess and reassess the recognition programme and make changes whenever and wherever necessary. Rewards schemes must be flexible, so if an element looks like it’s not working, it needs to be tweaked or changed to stay effective.
Remember also that just as employees are individuals, so, they also work in teams. This means that while it’s important to recognise the individual, so it’s important to recognise the team, too. If a whole team is rewarded, this may lead to the improvement of others within the team who may have been disincentivised, as success tends to breed success.
Summary
Employers and managers who treat employees as valued individuals will soon see that the organisation improves in every way. It’s perfectly true that we work to be paid – that’s the evil necessity of life. However, we also work for numerous other reasons, such as to be with others, to have a sense of purpose, and to develop as individuals. Employers that can address employee needs to be independent and considered competent will maintain a happy workforce.
Naturally, every employer is different, so what works for one will not necessarily work for another. The key, then, is to design a flexible programme that suits the employer’s and their employee’s needs in equal measure.
Beyond the need to reward and give praise, creating a happier workforce is good for all as the happiness rubs off on others – including your customers.