Pure, Peer-to-Peer and Public—Recognition Works

 

I recently stumbled upon a report published by HREOnline arguing the need for organizations to implement a strategic employee recognition program. "The problem with trying to do more with less is we all focus on the 'less' part, don't we?" asks Mike Ryan, senior vice president of marketing and strategy at Madison Performance Group.

Maybe it's time to focus a little more on who has to do all that more with less?

He cited a survey conducted by Aon Hewitt that suggests, "...most employees want to know how their work aligns with the overall business goals and 'to be recognized for what they do'—as long as the compensation is at market rate."

This is very consistent with what I've observed over the years regarding what really motivates people and engages the team. It's not so much about what people are paid, as whether or not it's perceived to be fair. For example, if you team (or any employee for that matter) feels like their compensation plan is an attempt to give them the least amount they can and capture the most work out of them possible, it's likely that they will be frustrated and maybe even disengage.

Although most of us really do care about our compensation, it isn't all about exactly what that compensation is—so long as it's fair. "Managers [and project leaders fit into this category in my mind] are also extremely important in making sure employees feel their work is recognized," says Ryan. The reason it doesn't happen enough, is because "...many organizations do not have systems that help people do that."

This validates some research AtTask did a couple of years ago with Forrester that suggested a primary driver for many project teams is whether or not their contributions are visible to managers and peers. This is one reason I'm so fond of incorporating the social media metaphor into the project management process. I've observed that people are generally proud of what they do and a little recognition goes a long way.

Winnipeg consultant David Zinger, suggests "...authentic recognition is so much more than an annual gala or occasional gift card for good behavior. Recognition is social, strategic, and powerful."

It's no surprise that many organizations trust monetary rewards and points-based systems to motivate people, but once people are compensated fairly (as Daniel Pink suggests in his book Drive), it becomes less about the money and more about peer-to-peer recognition that not only costs less, it really pays off.

Are you doing anything to make recognition a part of leading the project team? If so, what are you doing?