Recognition Professionals International’s (RPI) first Best Practice Standard for recognition programs is having a Recognition Strategy. Does your organization have a written recognition strategy? If you do, what is your recognition strategy’s intention?
I want to address what the strategic intent is behind your recognition strategy. And if you don’t have a recognition strategy yet, I will clue you in how important it is to know your strategic intentions.
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HR leaders have taken center stage from the onset of the pandemic, helping their organizations navigate unprecedented challenges and risks. The role of HR has not only expanded; a greater focus on the importance of talent has created the need for new approaches and programs for engaging, motivating and incentivizing employees.
Our latest best practices report, Revitalizing Performance-Based Recognition, offers practical guidance for HR leaders and recognition program managers who seek to identify, recognize and reward behaviors that are aligned with today’s most important organizational goals and objectives.
Leaders guide the way in most organizations, and hitching your recognition initiatives to your leaders can be a powerful influencer.
However, it would be helpful if you provided a lot of education, communication and preparation for your leaders first. Did you know that 70% of managers have either received no people-management training or their training was capped at four hours?
The relationship between managers and their direct reports has undergone severe stress testing over the past two years. Unfortunately, most managers have received little or no training in people management – let alone in remote people management.
Unfortunately, one of the consequences of remote work is that people feel a loss
of connection. Although scheduled Zoom meetings and weekly touch-base calls are routine, there are often fewer opportunities for personal interaction between managers and employees in a virtual work environment.
