By Aaron Kaplan
What attracts employees to certain businesses, makes them want to stay, and keeps them working toward their greatest potential? In many instances, extrinsic rewards such as a good salary and a timely promotion are the inspiring factors. However, extrinsic rewards are not the only inspiring factors. For many employees, intrinsic rewards such as the satisfaction of performing their job well inspire them. Unfortunately, many supervisors either take for granted or ignore completely the importance of motivating and rewarding their employees intrinsically. Descriptive studies in organizations suggest that the most effective leaders regularly provide recognition to subordinates for their achievements and contributions and in a rare field experiment on the effectiveness of praise, researchers found that increasing the use of praise by supervisors resulted in improved performance by employees.
The following are several guidelines for effectively recognizing and praising the contributions of subordinates that address such issues as what to recognize, when to give recognition, who to recognize, and the form of recognition to use:
- Recognize a variety of contributions and achievements. Many leaders think of recognition as appropriate only for major achievements. Recognition should be provided for a variety of things including demonstration of initiative, extra effort in carrying out an assignment; achievement of challenging performance goals and standards, personal sacrifices made, helpful suggestions and innovative ideas, and special efforts to help others address challenges.
- Determine contributions worth recognizing. Before recognition can be given, it is necessary to determine the factors consistent with the values and mission of the organization that are necessary for success. One might begin by looking for examples of effective behavior to recognize.
- Recognize improvements in performance. Some leaders believe it is inappropriate to recognize performance improvements if an employee’s performance is deemed to be average or below average. However, it is important to offer some recognition to encourage and strengthen efforts toward additional improvement. This form of recognition sends a message that there is an expectation of continued progress towards excellence.
- Recognize commendable efforts that failed. Another misconception is that recognition must be limited to successful efforts. Sometimes recognition is necessary for unsuccessful efforts to achieve an objective that came with a low probability for success.
- Do not limit recognition to high-visibility jobs. Everyone has a desire for recognition and appreciation; even those who may not take compliments well. There is a tendency to provide recognition to individuals whose performance and achievements are highly visible while ignoring those whose contributions are less visible and whose performance is harder to measure. Recognition should also be given to those in support functions as well as to those whose performance can be easily quantifiable.
- Do not limit recognition to a few best performers. Some believe that recognition should be limited to a few best performers. However research has shown that effective organizations recognize many performers instead of just a chosen few.
- Provide specific recognition. Praise is more likely to be successful if it is specific. Instead of a general comment commending someone, explain why you think the person performed the task well. Explain your rationale and offer specific examples to support your position.
- Provide timely recognition. Research on positive reinforcement suggests that it is more effective when given reasonably soon after the reinforcement is called for. However, recognition for any achievement or contribution can be overdone. It is not necessary or effective to praise someone every day for doing the exact same thing.
- Use an appropriate form of recognition. There is no simple, magic formula for determining the form of recognition to use. It all depends on the achievement, the culture of the organization, and the characteristics of the leader. Ultimately, whatever means employed must be sincere. Overusing a particular form should be avoided because the effect can be diminished.
Motivating and recognizing achievement is as complex as the range of guidelines offered. However, there is one simple “golden rule” that can be employed if all else fails: recognize and appreciate others in the same courteous and respectful manner in which you would want it extended to you.
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Aaron Kaplan, Founder/Director of the Kaplan Project LLC, can be reached by phone at 832-831-9451, by email at [email protected], or visit his website at www.thekaplanproject.com.
