Developing a culture of recognition.

• Author: Nelson, Bob
• Position: Rewarding Employees

In most organizations recognition is something they do, not something they are. Organizations should strive for more than just doing recognition: they should strive to create a "culture of recognition." When recognition becomes a part of an organization's culture, it will have a positive impact on everything from employee morale, retention, recruiting (as the organization gains a reputation as an "employer of choice") to performance and productivity, customer service, safety and even shareholder value.

Every organization has a culture that in its simplest form can be described as "the way we do things around here." What makes something cultural is how consistent and widespread it is done. When recognition is cultural, it derives from an organization's values as observed through the behaviors and practices of its members. Like culture, values cannot be seen directly, but must be inferred from other things.

When the value of recognition is central, it is highlighted in the vision and values statements of the organization, tied to all key business objectives, integrated into the organization's human resources plan, frequently discussed in management meetings, and included in most forms of communication within the organization (e.g., newsletters, e-mails, bulletin boards, written notes, formal certificates of appreciation, announcements, department and company meetings, casual conversations, etc.). In addition, recognition events and celebrations are held frequently, recognition programs are fresh with high participation, and recognition tools are readily available to all managers and employees.

Holding managers accountable

Having recognition be an expected part of management behavior is not left to chance or the personality type and past experience of individual managers in the organization, but rather, the importance of the topic is explained to...