Has Employee Recognition Created a Bunch of Praise Junkies?

September 11, 2014 - 4 minute read - Posted by

It’s no secret that Millenials grew up with a lot of praise. This was the group that was supposedly congratulated just for walking into the classroom. Now, as this generation continues to infiltrate the workplace, the culture of recognition is becoming mainstream.

Employee recognition isn’t rocket science. You thank your employees, and in return you benefit from reduced turnover, increased productivity, and greater employee satisfaction.

So what possibly could go wrong?

The concern isn’t the concept of recognition, but rather the frequency we are beginning to expect it.  If we get applauded for every single thing we do, then how does extraordinary achievement stand out?  And if we constantly receive praise, will we feel insulted if one day it stops?

Recognition is a beautiful thing, and I couldn’t imagine reverting back to the days where a pay cheque was the only form of appreciation. But over-saturating the workplace with insincere flattery isn’t going to work either. So before you rush to praise your colleagues, ask yourself this:

Is it really recognition worthy?

Did an employee really do something extraordinary? Or was it just mediocre? No, arriving to work on time isn’t reason enough for recognition. Neither is staying awake during a two hour meeting. Recognition is all about applauding something amazing, not something that could happen everyday.

How will they react to recognition?

Surprisingly enough, we don’t all want public praise. Some of us may want a recognition party, but a few of us rather just a small pat on the back. If you are using technology to simplify recognition, consider private ways to also accomplish the same level of praise.

Is it specific enough?

Millenials especially want specific feedback from managers and peers. “Good job on today’s presentation,” doesn’t have the same effect as “Your presentation today helped me understand how I can help your sales team reach their monthly quota of xyz.” Being specific helps employees understand what specific behaviours are recognized.

Is there context?

Recognition works best when it relates back to a larger goal or objective. Sure it’s great to applaud Joan for cleaning up last night’s office party, but it is far more impactful when you can tie it back to a core value. For example if your core value is teamwork, you can tie recognition into that praise by saying “Joan’s ability to get right in there and help clean up exemplifies teamwork.”

Does the recognition match the effort?

Recognition should match effort and results, or it quickly loses meaning. Recognizing a sales rep who exceeded his cold calling target by five calls isn’t that extraordinary. However, a sales rep who exceeded his target by 20 on a shortened day, with strep throat, is special.

Are you including all generations?

Each generation has different expectations as to what, when, and how often they are recognized. Just because Gen X and Baby Boomers didn’t grow up with constant praise doesn’t mean they can’t benefit or appreciate it.  Look for ways to tie in their values to recognition. For example, since Baby Boomers grew up in an era that valued company loyalty, consider appreciating them for years of service.

Are you being genuine?

Recognition MUST be authentic. Just because your company has technology to gamify it doesn’t mean you can randomly recognize anyone for anything. This is about authentic appreciation–not some recognition quota you feel obliged to meet.

On a final note, please go thank someone right now, and mean it. Your workplace depends on it.

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