“Act as if what you do makes a difference. It does.”
— William James, Philosopher and Psychologist —
When recognition becomes an integrated and integral practice, it becomes a powerful means of fulfilling both a human need and a business imperative: to focus the organisation’s people power on strategically important goals and objectives in ways that align to the desired organisational behaviours, values and culture.
CultureCode helps organisations to design and implement a strategic recognition initiative to empower not only leaders, but all employees to adopt a recognition mindset and to tap in to the emotional fuel that is required to drive performance.
CultureCode also trains leaders how to use employee recognition strategically and in alignment with your organisation's purpose and values, whether or not you have a formal recognition programme in place.
CultureCode defines recognition as a practice of being mindful of and expressing heartfelt appreciation for people’s organisationally-aligned efforts, contributions, values-based behaviours and achievements.
Highly effective leaders appreciate the value of using recognition as part of their day-to-day leadership practices. These leaders intuitively know what research has substantiated: that people who feel valued and appreciated are more likely to actively contribute to the success of the organisation. In spite of this, many leaders and organisations have not tapped in to the real power of recognition as an authentic and impactful lever of employee engagement that positively impacts organisational success.
Recognition is a key ingredient in the organisation’s Total Rewards mix that addresses employee needs that are often not addressed through traditional performance management and reward processes including ongoing, specific, timely and frequent strengths’ based feedback and acknowledgement of employee efforts, behaviours, contributions and achievements. Leaders should be using employee recognition to help fill this gap but in many cases, they don’t know how.
In order to create a culture of recognition that is pervasive and that is aligned to the organisational values and imperatives, as well as credible, consistent and fair in the eyes of the employees, many organisations need ways to institutionalise employee recognition. A recognition initiative that is strategically designed, effectively implemented and enabled through an intuitive, easy to use recognition platform is a great tool to empower not only leaders, but all employees to adopt a recognition mindset and to tap in to the emotional fuel that is required to drive performance.
Recognition as a once a year or quarterly event is not strategic or pervasive recognition as it often excludes the majority of people in an organisation and yet this is often where many organisations start and stop their recognition process. Annual and/ or quarterly recognition can be included in a comprehensive recognition framework along with other recognition efforts such as long service awards, but it is the daily social, informal and formal on-the-spot recognition awards that really tap into the heart of recognition as an engagement catalyst.
A key ingredient that is often missed but one that is crucial to the effective use of the tool, is the upskilling of leaders on how to practise recognition. No matter how well a formal recognition programme is designed and managed, if recognition is not incorporated into the daily practices of employees, and specifically leaders, employee engagement is not likely to be significantly impacted and therefore the potential engagement, productivity, retention, increase in values-aligned behaviours and ultimately performance gains may be a missed opportunity.