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Then Why Are Rewards Such a Focus of Recognition Programs?<\/strong><\/p>\n\n\n\nIf employees repeatedly report they want to be appreciated in ways than other than gifts, and gifts cost money, why do employers continue to spend billions of dollars on giving things \u2013 especially when the gifts aren\u2019t having the positive impact hoped for?<\/p>\n\n\n\n
The reasons are multifaceted:<\/p>\n\n\n\n
\n- From a simplistic point of view, the foundational principles of behavioral psychology would appear to support recognition and reward programs: identify desired behaviors \u00e0 monitor and track them \u00e0 reward the behaviors when observed. Problem: <\/em><\/strong>Behavior modification isn\u2019t that simple. I do applaud their inclusion of both tangible rewards (gifts) and social <\/em>rewards(recognition). But not everyone likes to be recognized publicly, and the use of points earned toward the purchase of a gift (later) seriously undermines the power of the reward.
<\/li>\n\n\n\n- Recognition and rewards programs were initially invented to be used directly to reward immediately observable behaviors or results (number of widgets produced\/week; number of sales calls\/day; amount of sales at the end of the month). They worked well with easily monitored actions or quantitative results \u2013 hence, their growth and popularity. Productivity went up and sales increased. But these methods do<\/em><\/strong> not <\/em><\/strong>work as well (if at all) with more intellectual and creative products and in making individuals feel valued (except as a producer). And leaders appear to be committed to a process that worked in the past (for a different goal) rather than pay attention to the current lack of results.
<\/li>\n\n\n\n- Change is difficult. Recognition and rewards for productivity have been around for decades and the principles are taught in business schools. As a result, they have become entrenched structures within organizations resulting in repetition of existing habits, even though the habits don\u2019t produce the desired results. Plus, it takes energy to postulate new systems, try them out, and evaluate their results. It is easier to stick with what you\u2019ve been doing.
<\/li>\n\n\n\n - Profit-motives and identity-issues by some members of the system. Let\u2019s be honest: if $16 billion<\/strong> is spent on rewards annually<\/em>, somebody is making money somewhere (and they are not stupid for doing so). Additionally, there are thousands of employees (including some HR professionals) whose careers \u2013 and professional identities \u2013 are intertwined with recognition and reward programs. Big-time pushback should be expected when attempting to mess with these powerful forces.<\/li>\n<\/ul>\n\n\n\n
What to Do?<\/strong><\/p>\n\n\n\nHere are some ideas:<\/p>\n\n\n\n
\n- Share your views and experience. <\/em>Employers (at one level) are more likely to take reports seriously from people they know \u2013 that you would feel more valued by hearing a compliment in front of your colleagues or getting some help when your workload is temporarily heavy, than by receiving points to turn in for a gift card.
<\/li>\n\n\n\n- Share the facts. <\/em>Some employers tend to discount individual reports, and place more value on research (rightly or wrongly). Let them know they could save a bunch of money spent on things that aren\u2019t that impactful and put their time and effort into more personal ways of showing appreciation.<\/li>\n<\/ul>\n\n\n\n
To find out how to show appreciation (and encouragement) in the ways most meaningful<\/strong> to your team members, have them take the MBA Inventory. <\/em>Click here<\/a> to see the various versions available.<\/p>\n\n\n\n<\/p>\n\n\n