Employee Recognition Series, Part 1: What NOT to do!
My group was “at the tail end of the whip” – the project team would determine the direction (in closed meetings) and define specific tests which my group would have to carry out. We were left entirely out of the loop on the rationale and planning for such tests, constantly receiving last-minute demands for test set-ups with no context and no idea how (or even if) the results would help advance the project toward its goals.
One time I was informed by the project leader that a particular test I had set up and monitored weeks prior had yielded critically important data. He wanted to recognize my effort and inquired about my preferences (i.e., gift certificate, desktop accessories, etc.). I thanked him for the “attaboy” and told him that what I really wanted was to occasionally be invited to the project team meetings (to understand how my team’s work was contributing, and to get a bit more notice when important tests were coming up).
A few weeks later I received a small digital clock emblazoned with the company logo and “Great Job Award”. I was never invited to a single project meeting. Even though it stopped working long ago, that clock still sits on my desk nearly 30 years later as a reminder of how NOT to recognize and reward employees.
All I wanted was to be in the loop so that I could contribute more effectively to the project goals. Instead of providing timely and appropriate recognition (which would have cost nothing and would only have improved my ability to deliver results) the recognition was late and irrelevant, utterly undermining its purpose.
This post is the first in a series focused on rewards and recognition - keep an eye out for future posts full of tips on how to do recognition right.
Want some advice on your employee recognition program? E-mail us anytime at info@CaedenceConsulting.com.
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