What do you think of when you hear the words, “award, reward, and recognition”? Likewise, “intrinsic motivation” and “engagement”?
Now ponder whether others in your organization think exactly what you think of when pondering these terms. It is likely that what worked in 2010 or 2015 may not work now.
Was your first thought of a small glass or acrylic “award,” a so-called anniversary clock, picking something from a catalog, or a pizza lunch? Probably not. There is no denying that having a catalog that allows people to choose for themselves has been common —and certainly easier—over the past 20 years. However, is “easier” the best way to view this?
Should recognition ever be presented in the form of a prize? Do prizes and gizmos reward and recognize people? More importantly, do they trigger levels of intrinsic motivation sufficient to produce more high performers who are engaged at work and who prioritize getting the work done well? Probably not.
MAKE RECOGNITION MEANINGFUL
What to do? How do you shift the paradigm? Some things to consider:
• Think creatively.
• Awards and rewards must be meaningful and relevant to each person.
• Ensure that recognition is aligned and consistent with performance feedback.
• Don’t wait until review time. Recognize work well done at the time the work is completed.
THE GIFT OF TIME
If people are asked about their recognition preferences, it is likely the prevailing response—at all levels—will lean away from “things” and toward more time. A few ideas:
- Offer additional paid time off.
- Foster an environment that grants grace to leave work early when needed.
- Provide relief from “that project” heaped onto a high performer’s proverbial “plate.”
- Add more work-from-home time.
- Accelerate the paid time off accrual percentage.
- Reduce the interval period between the additional paid time off milestones (10-year increments can feel very long and can actually be a disincentive).
Consider what you’d prefer and use this as a basis for making the decisions you have the latitude to make—and to propose to others with authority over how such decisions are made. It’ll be worth it to you and your people.
