Throughout the years, research has proved that employee performance and retention are strongly linked to consistent, appropriate positive reinforcement of behaviors that promote employers’ goals. Within companies, a recent study by Gallup showed that a simple act of recognition by an employee’s colleague or superior dramatically enhanced an employee’s work output and motivation.
Another recent study conducted by Northwestern University found a direct link between employee satisfaction and customer satisfaction, and between customer satisfaction and improved financial performance. So you see, employee recognition is not just about warm fuzzies – it can improve a company’s bottom line.
This is not a new phenomenon. Ever since researchers started conducting workplace satisfaction surveys, employees have prioritized recognition. In 1949, when Lawrence Lindahl asked North American workers to rank the rewards of their jobs, highest on the employees’ lists were: (1) feeling appreciated for work done; and 2) feeling “in” on things. Managers were shocked. They had guessed that good wages and job security would be No. 1 and No. 2. The study has been replicated many times in recent years. Each time, the findings are exactly the same.
It is clear that employee recognition has been – and will continue to be – vital to the success of companies large and small. In fact, as baby boomers retire and the pool of qualified workers shrinks, increasing competition for top performers, employee recognition may be more important than ever. Learning to appreciate workers in an appropriate way is a key skill for any good leader. A recognition program does not have to be expensive. An effective program has the following components: fairness, high visibility and consistency.
To be fair, a program must not favor one employee over another, merely because of his or her position within the organization, or relationship with a supervisor. There must be an effective means of identifying employees who deserve recognition. In many programs, employers initiate a simple system by which employees can nominate others for recognition.
Making certain a program is highly visible helps to ensure consistent implementation. If a recognition program becomes viewed as management’s “program of the month,” it loses its luster and thus the desired effect of appreciating and motivating employees.
The actual rewards can be anything. The reward itself should be just part of the process. Recognition can be achieved by having the reward given at a gathering of employees, and by recognizing the award in corporate communications such as a newsletter.
Awards products are growing in significance for companies across America as they seek dynamic methods of boosting employee morale, productivity and sales. Recognition programs have become mainstream among companies seeking to reward employees for their dedication.
So ask yourself: When was the last time you publicly recognized a great employee for his/her specific contributions to your team? If you can’t remember, it’s been too long. Start today by offering specific praise to an employee for a job well done and you can practically ensure yourself a repeat performance, not only by that employee, but also by others who witnessed the act of appreciation.