Recognition Programs – Incentive Services University

Employee Engagement, Industry Articles, Recognition Programs, Service Award Programs

Learning To Be Comfortable With Discomfort

Article written by Incentive Services University

We can all identify the A players. On sports teams, they are the stellar athletes. They are recruited by top universities and professional teams. They are the standouts. They make multi-million dollar deals with endorsements and commercial contracts. And in business, they are often the dealmakers, the go-getters and the promotion-seekers.

In contrast, you may not notice the B players, in sports teams or in your business. But they are also there – day after day, consistently and conscientiously getting the work done. On a sports team, they are the solid, dependable players who deliver reliable results – game after game. In your business, they always execute.

Every day, companies are focusing more and more on the B players as they realize their untapped potential. As writer Del Jones points out, “the backbone of every company is in the middle where the ether of great thoughts is hammered into reality” (Employers Learning That ‘B’ Players Hold the Cards, 2009). But what drives the B Players may be significantly different than what drives the ‘A’ players. It’s not necessarily the fame, the money or even the position.

According to Jones, “ . . . B players are embedded in both their jobs and in their communities.”

The difference is in temperament. There are many types of B players, but most are loyal (to a point), don’t live and die for the next promotion (but want challenging work), don’t need coddling (but can die of neglect), are honest (if not diplomatic) and are not as driven by power, status and money as are A players, who live for little else.

Companies should be looking for ways to address the needs of B players, says Jones, by recognizing their performance and their longevity. B players might just need different motivational incentives.

In addition, some B players want to be A players but are “risk averse”. They may be caught in the comfort zone (The Comfort Zone, Incentive Services University). The comfort zone is:

. . . that area of thought and action where a person feels uncomfortable. Anything we haven’t done or thought about often enough to feel comfortable doing lies outside the parameters of our comfort zone.

B players don’t necessarily seek out ‘uncomfortable’ situations. But they “ . . . must learn to tolerate discomfort in order to grow, to maximize personal or organizational performance” (The Comfort Zone). Take the time to learn about what motivates your B players. How can you add a bit of discomfort to stretch their responsibilities and their goals? By learning to recognize your B players, you can maximize their potential and identify their drives and incentives for growth and improvement.

B players might just become your A players – if you can help them to expand their comfort zone.

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Circles of Influence and Social Recognition

Article written by Incentive Services University

World class athletes understand that no matter how hard they train, it’s impossible to maximize performance unless they compete. They can’t be at their best unless they measure themselves against the best. Competition, visibility and recognition fuel performance. – Incentive Services University

As organizational leaders, we know that employee recognition is crucial to maintaining motivation among quality employees. We all want to be recognized for our achievements, appreciated for our efforts and commended for our contributions. A hand-written thank you note, a tasty treat, or even an extra day of vacation can all be a grateful gesture for a job well-done.

More often, though, we are influenced by something greater than internal motivation or a private gesture of thanks. Our “circles of influence” and our levels of visibility extend to our colleagues, our leaders and even our social circles. We refer to this as social recognition. Social recognition isn’t a very complex concept. If you sum it up as the public acknowledgement of merit, you’ve pretty much hit the nail on the head. So when a manager praises an employee during a private discussion, that is not social recognition. But if that same manager honors the employee in a weekly team meeting, it is social recognition. – “4 Tips for Starting a Social Recognition Program”, TribeHR Staff, January 16, 2013

While social recognition may not fit in all situations, research shows that more and more employees want to connect with their workplace community – and with one another – through technology. Use of a corporate intranet for social recognition can help employees to feel appreciated, connected and can set a standard for employee culture and expectations.

For example, you might include a “Thank You” Wall where employees are recognized for their contributions or hard work. Perhaps employee anniversaries are acknowledged on an electronic Anniversary website. Or you might create a peer-to-peer site where employees are able to virtually “recognize” one another.

“Recognition that is timely, values-driven, and open to all employees builds a more connected and fully-engaged workforce” (“The Social Workplace”, Lupfer, 2011). By acknowledging employee value and accomplishments not only privately, but publicly, you create a larger circle of influence for each and every member of your organization.

When performance becomes visible in our circles of influence, we will do almost anything to succeed. – Incentive Services University.

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The Need to be Noticed

Article written by Incentive Services University

Call it whatever you want: recognition, honor, pride, self-esteem . . . it’s very basic – the inner desire to have one’s achievements noticed. In some cases, a pat on the back will do the job. In others, it is tangible recognition. Whatever it is, it represents that you are important and your efforts are appreciated – you’re a winner, a performer.

~ Joe Cronin, President, Incentive Services

Every employee has an innate desire for recognition – recognition for hard work, for dedication, for accomplishments and contributions to the organization. Every employer wants their employees to be fully engaged – engaged in work, in corporate values and in organizational objectives. It is the intersection of these two desires that leads to the growth and success of both the employee and the company. In fact, it is the sincere recognition of employee accomplishments which contribute to engaged, excited employees who are ready to contribute to the organization each day.

According to a study by The Kenexa High Performance Institute (KHPI), “ . . . employees are engaged by managers who recognize employees and mobilize their teams for Peak Performance” (2009). In addition, studies by Towers Watson have shown that “ . . . employees who receive recognition in the workplace feel more valued and more committed, plus they can deliver 57 percent more effort than employees that feel underappreciated” (Cordray, 2013). Highly-satisfied, engaged employees deliver substantial, quantitative and qualitative results within the organization.

At a basic level, employee engagement starts with every employee’s need to be noticed and recognized for a job well-done. In many instances, this acknowledgment might be words of praise or thanks for extra time or dedication. Perhaps it is “ . . . the kind words of encouragement, the handshakes, the smiles and pats on the back – given sincerely and frequently” (Cordray, 2013). Do not, however, underestimate the importance of tangible recognition. When “given sincerely and with genuine thought”, tangible rewards can show employees that they are a valuable and recognized part of the organization.

No matter the reward – tangible or intangible, large or small, public or private – every company has the ability to demonstrate to its employees that they are noticed for their efforts and that they are recognized, valued, and appreciated.

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Recognize and Retain your Best Assets

Recognize and Retain your Best Assets

“The engaged stay for what they can give, the disengaged stay for what they can get.”
Article prepared by Incentive Services University

What sets your organization apart from the competition? What makes your customers keep coming back to you – and not to another company? What is it that defines your company, your brand, your business?

In today’s competitive market, the answers to these questions revolve around the most important assets that drive your business – your people. It’s your employees who bring the commitment, the drive and the message that you deliver to your customers every day. “People are, have always been and always will be the Number One differentiator” (R. Vaden, Employees Set Business Apart from Competitors, 2013). Your people set you apart.

At the same time, it is also your people who can make or break your business. Who are your high performers? What do they bring to your organization every day? Are they delivering the right message, a consistent message, to your customers with every encounter? It isn’t enough to talk the talk, if your employees can’t walk the walk.

According to Vaden, ” . . . companies that develop their people develop their profits. The companies that overlook their people undermine their profits.” How do you engage your employees? How to you retain your high-performers who deliver your message every day? Marketing expert Yvette Wikstrom suggests that every company must ” . . . improve employees’ willingness to stay employed . . . and the extent to which employees communicate positively/negatively about the brand/employer to colleagues, friends, family and other contacts” (Market Probe Blog, 2013). Give your employees reasons to stay – and to stay engaged: the right training, the rights tools, leadership and value. Recognize and appreciate contributions both big and small. Thanking employees, whether through an Integrated Rewards Platform, Recognition Dinners or a simple Thank You Note, goes a long way toward telling your best assets that they are appreciated and valued.

Remember that your employees confirm and deliver your organization’s message every day with their commitment, their performance and their interaction with your clients. “The future . . . will belong to the companies that create the best lifestyles for the ones who give life to the company itself – its people. . . . Your people are your Number One asset. Love them. Reward them. Train them. Teach them.” (Vaden, 2013) Make sure that your employees know that they are your first – and best – investment.

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