Managers have many questions about employee rewards and recognition.
Moreover, these questions sometimes prevent people from trying to do anything that inspires their staff. However, you should not allow these questions to stop you because every question can have multiple answers.
Ten of the questions (and answers) most often asked by people in their efforts to adapt and continue employee rewards are as follows:
Question No. 1
Doesn’t that indicate I don’t reward everyone else if I reward one person? (Or, to put it another way, “What am I going to do about the workers who are feeling left out?”)
When someone in your organization gets offended when someone other than themselves is rewarded, it’s a red flag that you’re not rewarding enough. When employee rewards are a limited commodity, people stick to it to remain in the focus as long as feasible.
Employees usually do not face such issues in workplaces where they have a strong recognition culture and have management who stress employee rewards practice regularly.
Question No. 2
What can be done when managers realize that they should reward their staff – yet feel too busy?
You cannot force managers for employee rewards, but you can convince them. Talk to your management about the increasing challenge of staff attraction and retention, hidden costs of employee turnover, productivity loss, and competition.
Connect the problem to the bottom line. Deficiency of time sounds like an excuse. High-use recognition managers truly appreciate employee rewards partly because they can be done well with very little time.
Question No. 3
Wouldn’t it be harder to chastise staff if I praise them?
It is less of a problem if your appreciation is precise. Praising in general like “You’re one of my finest staff” might be deceiving because it seems to signal that little or no improvements are needed.
You can use these items to demonstrate that the individual is good in other areas of the workplace.
As the individual makes improvements, make sure that these changes are noted and recognized. This is one of the best techniques to keep the performance improved.
My company rewards its employees a lot, yet it does not receive much acknowledgment from its employees. What’s going on?
Many organizations conflate many activities with employee rewards, but they are not the same thing.
Although activity is part of employee rewards — it supports moral and social connection among employees — the recognition spectrum falls into a small strip since it does not make individual employees feel unique.
The best acknowledgment is for the outstanding performance of individuals or groups.
Question No. 5
How can we get senior administration to sponsor recognition activities?
Employees are different from each other. Similarly, they are also persuaded differently.
Think about other situations when the top management has been convinced; for example, to buy equipment, to adopt a policy exception, or to hire a person, and what has persuaded them; facts, costs, and benefits, the urgency of the problem, competitor’s actions, personal appeal.
Just imitate what worked!
Question No. 6
Our employee reward programs are obsolete. How do we reinvigorate them?
Find out why the present reward program is not being used by employees. Do a focused study, collect enough data, and analyze the situation.
Maybe the program has only to be restarted to remind people of its existence, and new rewards must be set up. Or you might find that the program was running, and it would be better to do something new and intriguing.
Question No. 7
We organize reward ceremonies, which are not attended by many employees – even those who receive awards. How can we get our staff to attend these events?
You have to conduct employee rewards events that build up a spirit of fun with employees. Tell them that the top management will be serving the food, mention the door prizes for attendance and introduce some fun activities.
If your time and venue are the problems, plan the event around a time that makes sense for your staff. Employees who feel overworked and stressed want to go home to their families. The last thing on their mind would be to spend a little bit more time at work.
Question No. 8
Can too much recognition lead to constantly increasing recognition forms or unsatisfactory employee expectations?
The motivation of employees is a moving goal. You have to be in continual communication with your staff to see what they value most and then discover ways to act systematically on these forms of recognition and incentives.
Yes, you need to change your forms of appreciation, add new things, experiment, etc., but you may also cease doing some things that have gone and are not inspiring for employees anymore.
Question No. 9
What is the best method to get employees involved and motivated to do things that benefit everyone?
The ideal decision-making process is for the people who are expected to make the decisions!
Ask their views, engage them in a debate or empower them to handle the matter as best they can. This motivates most individuals to participate and encourages them to achieve the goals they have set.
Question No. 10
What is the best method to make recognition part of the culture of my organization?
Take one step at a time. Create a motivational basis and move a little at a time in the desired direction. Start small and build on your achievement. Ask “Who wants to be of assistance?” and work with those people who sense the need and are optimistic about the change. Build momentum until each management knows and acts on the recognition value in your company.