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Recognizing people is a sound foundation for reinforcing actions and behaviors which individuals will probably be repeated. Successful employee recognition programs are a process that creates a win-win scenario for both the organization and the employee. In order to be successful it is important to understand what motivates and inspires your employees to go above and beyond.

Building the Foundation:

• Establish the criteria for reward-able actions.

• The recognition must supply the employer and employee with specific information about what behaviors or actions that are being rewarded.

• Performance standards are stated and met standards are rewarded.

• The recognition occurs close to the performance of the actions, so the recognition reinforces behavior the employer wants to encourage.

You may want to avoid a process in which managers "select" the people to receive recognition. This type of process will be viewed forever as "favoritism" or talked about as "it's your turn to get recognized this month." This is why processes that single out an individual, such as "Employee of the Month," are rarely effective.

A Working Example of Successful Recognition:

A company rewards activities towards serving their customers without asking assistance from their supervisor. Each employee, who meets the stated criteria, receives a thank you note, hand-written by their supervisor. The note spells out exactly why the employee is receiving the recognition. The note includes the opportunity for the employee to "draw" a gift from a box. Gifts range from fast food restaurant gift certificates and candy to a gold dollar and substantial cash rewards. The employee draws the reward, so no supervisory interference is perceived.

Recognition and Performance Management:

• If you attach recognition to "real" accomplishments and goal achievement as negotiated in a performance development meeting, you need to make sure the recognition meets the above stated requirements. Supervisors must apply the criteria consistently. The challenge of individually negotiated goals is to make certain their accomplishment is viewed as similarly difficult by the organization for the process to be a success.

• People also like random recognition providing an element of surprise. If you thank a production group every time customer deliveries are on time with a lunch, gradually the lunch becomes a "given" and no longer a reward.

• There is always room for employee reward and recognition activities that build positive morale. Some companies hold an annual costume wearing and judging along with a lunch potluck every Halloween.