Employee recognition programs

Employee recognition can be a delicate issue. If it is done superficially, it will be recognized as the patronizing manipulation it really is. If it is done mechanically, it will be recognized as the waste of time that it really is. In either event, it is little more than a Polaroid photo stuck on a bulletin board, and it will likely contribute to an employee morale problem that is probably symptomatic of wider managerial problems.

On the other hand, if it is a real fight, if there are standards for consideration and consequences for nomination/award (particularly when such nominations/awards become part of one’s performance evaluations for raises and promotions), then you really have the attention of your employees. But there should be more. There should be a real competition between departments to win. It should become a matter of pride to departments when one of their own has won, or when the department consistently produces winners.

The dividends paid by such real attention accorded to the value and contributions of employees is incalculable, and a source of enjoyment and pride for everyone in the organization. Indirectly, it even acts to encourage managers to be more conscious of the effectiveness of their own performance. This speaks of managerial intelligence and effectiveness that redounds to the benefit of the organization well beyond the advantages of the recognition program alone.