BUSINESS CASE for EMPLOYEE RECOGNITION

Recognizing Recognition Needs
In today's turbulent, often chaotic, environment, commercial success depends on employees using their full talents. Employees willing harness their expertise and talents when they are motivated and receive consistent recognition. Yet in spite of the myriad of available theories and practices, managers often view recognition as something of a mystery. In part this is because individuals need recognition by different people and in different ways. In addition, these are times when de-layering and the flattening of hierarchies can create its won set of recognition challenges. The heart of recognition initiatives is to give people what they really want most from work. The more you are able to provide what they want, the more we can expect what the organization really wants, namely: productivity, quality, and service….and the returns are also enormous, namely allowing employees to:
• achieve goals;
• gain a positive perspective;
• create the power to change;
• build self-esteem and capability
• manage their own development and help others with theirs

Recognition Necessities
Employee recognition is not just a nice thing to do for people. Employee recognition is a communication tool that reinforces and rewards the most important outcomes people create for the organization. When you recognize people effectively, you reinforce, with your chosen means of recognition, the actions and behaviors you most want to see people repeat. An effective employee recognition system is simple, immediate, and powerfully reinforcing. When you consider employee recognition processes, you need to develop recognition that is equally powerful for both the organization and the employee. You must address five important issues if you want the recognition you offer to be viewed as motivating and rewarding by your employees and important for the success of your organization. These are:
•You need to establish criteria for what performance or contribution constitutes rewardable behavior or actions.
•All employees must be eligible for the recognition.
•The recognition must supply the employer and employee with specific information about what behaviors or actions are being rewarded and recognized.
•Anyone who then performs at the level or standard stated in the criteria receives the reward.
•The recognition should occur as close to the performance of the actions as possible, so the recognition reinforces behavior the employer wants to encourage.

Anshumali Saxena www.soilindia.net