HRO Today May 2018 - 49

Workforce Management
biggest impact: in their own offi ce or in locations and
across the globe.
In addition to tracking these metrics, there are a few best
practices organizations can follow.
* Train front-line managers. " The ability to deliver
authentic recognition that is simple, immediate, and
specifi c that also resonates with an employee is a skill
just like any other capability, " says Harkins. To ensure
participation, Scheidler recommends providing managers
with training and a platform that allows them to
easily give and track recognition. " Make sure that your
training program focuses not just on what you want
your managers to do, but also why it's so important
to incorporate recognition activity into their review
process, " she says.
* Give more frequent recognition. Irvine warns: Don't
wait until the end of the year to provide feedback-
employee recognition should be given on a consistent
basis to create a more holistic picture of achievements.
Saunderson says organizations will run into trouble if
program users give points or other tangible rewards
only at the end of a budgetary period. " They're trying
to prove to their managers that they are using the
program very well when in reality they are not, " he says.
* Include peer-to-peer feedback rather than only a topdown
approach. " The ability to provide the full spectrum
of feedback empowers organizations to develop
employees as a whole, " Irvine says, so including peer-topeer
feedback is a critical component. Saunderson points
out that social recognition platforms can play a key role
in helping managers identify team players and emerging
leaders. " Collaboration, diversity, and inclusion draw
upon the strengths of peer relationships and working
well together, " he says. " The social connectedness
between employees is an indicator of positive
relationship strength and can help predict emotional and
social well-being. "
* Be consistent. " If your company has decided to
incorporate recognition feedback into performance
evaluations, you need to be consistent with this approach
so employees know exactly what to expect, " Scheidler
says. This will also help ingrain recognition into company
culture and encourage participation among employees.
Scheidler notes this can impact employee engagement,
productivity, and the bottom line.
* Think for the future. Recognition data provides
43%
of highly engaged employees
receive feedback at least once
a week compared to only
18%
of employees with low
engagement.
Source: Willis Towers Watson
HR with the opportunity to spot potential leaders
and groom them for growth. " The incorporation of
recognition feedback into the equation allows text
mining opportunities to search recognition program data
for employees who have been recognized for identifi ed
talent needs in the company, " explains Saunderson
says. " This provides information for talent management
planners to identify potential candidates for succession
planning and advancement. "
* Gain executive buy-in. The adoption of leveraging
recognition data and feedback when evaluating
employees' performance will be more successful when
executives are on board. " Senior leaders should be
setting the example by incorporating recognition data
into their own performance evaluations, " says Scheidler.
MAY 2018 | www.hrotoday.com
[49]
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HRO Today May 2018

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