HRO Today December 2017 - 74

Employee Recognition
they are reinforced in real time through recognition,
organizations that practice values-based recognition are
much less likely to have employees who are unaware
of them or don't believe in them. Putting values-based
recognition programs in place leads to strong return
on investment in the form of employee retention and
performance.
As values-based recognition has a direct impact on
employee experience and company growth, it's become
crucial for HR leaders to thoroughly examine existing
compensation structures and determine the impact they
bring to employees and their respective companies.
* Employees are seeking more frequent check-ins, which
help enhance manager-employee relationships. The role
of the manager is fundamentally changing from one of
command and control to one of inspire and empower.
Managers should become mentors to their employees
and teams: to coach, teach, and guide. This is the
underlying foundation to make continuous conversations
and feedback possible.
Because annual performance reviews rely solely on the
memory, perspective, and opinion of a single person,
regular check-ins between employees and managers result
in employees being more aligned with the priorities and
core values of their organizations. According to the survey,
employees were 42 percent more likely to agree the
feedback they receive is valuable when it is delivered in a
quarterly or ongoing process (64 percent), as opposed to
an annual or semi-annual review (45 percent).
Managers should also regard continuous crowdsourced
recognition as a critical component of positive feedback,
ultimately empowering the entire company to recognize
great achievements and behaviors. Crowdsourced
feedback takes the collective company into account when
evaluating an employee's performance and provides
managers with critical data points from employees
throughout the year to reinforce the type of performance
the company seeks.
In organizations where performance management is
a continuous process, employees trust their managers
more (41 percent versus 34 percent) and perceive them
to be better coaches and partners (78 percent versus 64
percent), compared to employees in organizations with
annual reviews.
* Giving matters, too. Values-based social recognition
[74]
HRO TODAY MAGAZINE
| DECEMBER 2017
programs are not just about ensuring more people in
an organization feel appreciated for the work they do.
The recognition experience is also about empowering
more people to give recognition in the moment, as
soon as quality work is noticed. More than half of all
survey respondents (58 percent) believed everyone
is empowered to recognize one another at their
organizations.
This is encouraging to see, especially considering the
positive outcomes of giving recognition and showing
appreciation to others. Compared to someone who
has never given recognition, someone who has given
recognition in the last two months is more likely to love
their job (75 percent versus 48 percent), recommend
a company (83 percent versus 63 percent), identify as
highly engaged (89 percent versus 64 percent) and have a
positive work experience (82 percent versus 58 percent).
Managers play a prominent role in employees'
performance and growth, but colleagues are also
knowledgeable about their fellow employees'
contributions, behaviors, and achievements. That's why
it's important to provide employees with the power
to recognize, praise, and appreciate one another in
meaningful ways.
Fostering coworker relationships is one way to encourage
employees to recognize each other. Coworker relationships
start with common connections and similarities between
colleagues, but can be amplified through company
outings and social events, and even company-wide
celebrations. Years of service anniversaries, for example,
offer the opportunity for an entire company to take
part in celebrating their colleagues' contributions,
creating powerful moments of inspiration, gratitude, and
recognition.
To help employees find greater meaning in their work,
organizations need to focus on treating employees as
people, rather than as workers. Older approaches to work,
including infrequent recognition, annual performance
reviews and lack of ongoing feedback, fail to deliver
the same return as more modern workplace practices.
That's why organizations need to understand employees
are much more likely to love their jobs when their
respective company cultures are grounded in appreciation,
recognition, and humanity.
Derek Irvine is vice president of client strategy and consulting for
Globoforce.

HRO Today December 2017

Table of Contents for the Digital Edition of HRO Today December 2017

HRO Today December 2017 - 1
HRO Today December 2017 - 2
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