Employee Recognition: Reward or Punishment?

Employers always think that they know EXACTLY what motivates employees to higher performance levels.

They usually don't.  Why is that?

I think it's because most managers choose recognition methods based on the ways THEY would like to be recognized.  Unfortunately, it is the rare manager who actually asks an employee how he or she would like to be rewarded.

For some strange reason, managers think that public recognition, particularly in front of one's peers, is a good thing.  But for most employees, it is embarassing.  Or, some managers who don't have a lot of resources end up resorting to cheap trinkets, mugs, certificates, or other junk.  In the employee's mind, these "rewards" send a very different message:  "So, this is what you think my excellent performance is worth?"  Fortunately, most employees smile and accept the so-called recognition with grace.

Several years ago I read a published survey of over 4000 employees from all walks of life.  The survey asked them to list the most meaningful recognition they could receive from their boss.  Even I was shocked by the three items most mentioned by a majority of employees. 

        3.  To have lunch with my boss, just the two of us

        2.  To receive a handwritten note of thanks from my boss mailed to my home

and the #1 thing......

         1.  To be invited to a meeting where an important decision was to be made.

Unbelievable, and yet all of these are genuine demonstrations of how the employee is valued.

Other managers start a recognition program, only to have it become so humdrum that no one particularly pays attention to it after a while.  Take, for example, "Employee of the Month" plaques and awards.  Now, don't get me wrong, I'm all for recognizing an employee who has shown exemplary customer service or who has made an incredible number of sales.  I just don't think when you institutionalize an award by saying, in essence, "there WILL be an exemplary employee every month, damn it!" it has much meaning for anyone after a couple of months.

One of my students recently told me the following story, and it is worth repeating here, because it typifies what is wrong with how most organizations "do" recognition.

Early this November, while she was at work, she had an occasion to go into a room that she rarely visited.  Imagine her surprise when she found on the wall in this room (in November, mind you) a plaque indicating that she had been the "Employee of the Month"....in September!  She never even knew it.

Somehow I don't think that organization really gets the point of employee recognition, do you?

So, the lesson for all of us is this:  If you want to recognize an employee for a particular outstanding example of performance, make sure that it will be perceived as a reward and not a punishment.  And the only way to make sure it will be understood that way is to ask the employee what is meaningful to him or her.  And then, do that.

Share your preference for rewards with us by posting it as a comment!  What is meaningful to YOU?

Why Do New Hires Fail Their First Year?

According to a new study by Leadership IQ, 46% of newly-hired employees will fail within 18 months, while only 19% will achieve unequivocal success. But contrary to popular belief, technical skills are not the primary reason why new hires fail; instead, poor interpersonal skills dominate the list, flaws which many of their managers admit were overlooked during the interview process.

The study found that 26% of new hires fail because they can’t accept feedback, 23% because they’re unable to understand and manage emotions, 17% because they lack the necessary motivation to excel, 15% because they have the wrong temperament for the job, and only 11% because they lack the necessary technical skills.

As a potential or a current manager and leader in your field, it's likely that you are or will be in a position as either a new hire or someone who may be hiring new employees.  It's worth noting that the Leadership IQ study mentioned above sees the problem as a SELECTION problem; that is, the tests given to potential employees generally are not sufficient to identify people who have poor interpersonal skills and who lack motivation.

So, remember that a job interview needs to assess skills in coachability, temperament, emotional intelligence, and motivation, NOT just technical skills or educational accomplishments.  Most managers don't know how to do this, and that's a problem.

If you want to know more about assessing various types of these interpersonal skills, or you believe you would benefit from developing them in yourself, register for one of our Leadership or Human Resource classes in spring semester.  And for your hiring managers, call us for an in-house workshop on how to assess important "failure-resistant" applicant skills.

Don't be in the 46% of the failures!

Appearance: The New Discrimination

What is the next category of anti-discrimination legislation to come along? 

Appearance!

A recent study by Brian K. Miller, SPHR, a management professor at Texas State University, and  colleagues Jack Eure and Kay Nicols surveyed college students with and without body art. Participants were asked their opinions about working with a fictitious co-worker named Sharon in a specific job: selling business insurance.  In the hypothetical situation Sharon, though highly qualified, had a facial tattoo around her eye and cheek and a pierced lip and eyebrow.  Results from the 150 respondents indicated that they did not want to work with Sharon, and they felt that being with Sharon undermined their own chances for sales success.

Likewise, Abercrombie and Fitch continue to fight against lawsuits filed by applicants or employees who have been discriminated against because they didn't look like the "boy/girl next door," the brand image the company wants to maintain.

The most interesting questions, however, are yet to be answered.  For example, only Michigan and Washington, D.C. bar discrimination based on weight, and California bars discrimination on gender appearance.  Yet, 40% of Americans are considered overweight, but obesity is not considered a protected group, unless it can be shown to be a disability under the Americans With Disabilities Act (ADA).  But weight may soon be the focus of new anti-discrimination law.  Several states have pending legislation related to obesity in the workplace.

The more general question for HR managers is this:  does an employee appearance policy automatically exclude people (even those otherwise qualified) whose appearance varies from the company-defined norm?  Certainly, Hooters is one example in which it was considered lawful to support the right of a business to cater to customer preference for attracive, female employees. 

But, is it ethical?

Ernst and Young Leadership Action Learning Lab

Thanks to the generosity of Ernst and Young, our College of Business will have a new Leadership Action Learning Lab in our new building addition, The Savage & Associates Complex for Business Learning and Engagement.  The purpose of the lab will be to accelerate the leadership development of our students by having them enact leadership experiences and challenges that test their mettle.  We also plan to offer services to external organizations that will help them assess and develop their own leaders. 

We hope to be able to offer presentations, workshops, training, and special events throughout the year that will attract thought leaders, leadership development practitioners, creative thinkers, and curious minds.  All designed ultimately to inform our Leadership undergraduate and graduate majors so that they are able to communicate clearly, lead and manage change, make decisions, solve problems and, ultimately, get results.


We are in the process of developing the assessments, programs, and services we will offer.  If you have any ideas that you'd like to see us incorporate, we'd love to hear from you.  Send an email to sonny.ariss@utoledo.edu to share your thoughts and ideas!