In any organization, it is important that
employees feel that their contributions are
both valued and recognized. In traditional
top-down organizations, it is usually
management that designs and implements
recognition strategies for employees.
However, as organizations are moving to
quality improvement initiatives that are
based on different organizational
principles, process of developing
recognition system must change.
Over the next few pages,
you will find some tips and principles
related to developing and using recognition
systems within a Total Quality Management
framework.
-
Any recognition
strategy must be designed and
implemented with the notion that the
employees are the "customers" of the
program. It is these "consumers" that
must specify the requirements of the
system.
-
A recognition system
must fit into the organizational culture
and climate. Sometimes it is better to
delay a formal recognition system until
prerequisites are in place. Within a
climate where distrust of management is
high, it will be very difficult to
introduce recognition systems.
-
Generally, a
recognition system should be consistent
with the notion that today's workplace
requires a high level of teamwork and
coordination with other employees. In a
sense any individual achievement or
contribution has been helped along
directly or indirectly by coworkers.
"Stars" need recognition, but so do
solid team members.
-
Informal recognition
(e.g. the informal pat on the back) can
happen anytime. However, a formal system
should be based on some form of
measurement of results. Recognizing a
good idea in an informal way is one
thing. A decision to give an "award"
should be based on data that illustrates
that the idea brought measurable
results. TQM in general involves moving
away from gut-feeling decisions to data
driven processes. Your recognition
process should do they same. Philip
Crosby, TQM guru states:
"Recognition that lasts...comes as a
result of work that is performed to
agreed-upon measurements. That is why it
is absolutely necessary that the
measurement process be set up and
established prior to recognition."
(Quality without Tears, p.165)
-
Use a quality
improvement team to determine
recognition needs. Make sure that the
team understands what a recognition
program is to accomplish, however, and
then let them figure out how to get the
information they need.
-
Communicate the
intent and purpose and process used for
your recognition system, and make the
entire process as open and
employee-based as possible. When
employees understand that there is a
rhyme and reason to the process, they
are less likely to resent recognition of
others.
-
While we shouldn't
underestimate the role that management
recognition can play, Crosby suggests
that "The most valuable recognition
comes as a result of peer judgment".
-
The higher the
monetary or utilitarian value of any
"award" the more likely that a
competitive environment will be created,
along with subsequent conflict and bad
feelings. To counteract this, keep the
value of actual rewards low, and look to
team based rewards.
-
Think of recognition
as a system...a process that uses many
ways of sending the same message -- "We
(I) see the good work you do...we value
it...we appreciate it." Plan your
recognition systems to include formal
and informal things...occasional formal
rewards, and whole lots of informal
interpersonal stuff...pats on the back.
Don't make the mistake of relying only
on a once a year award of a plaque (or
something).
-
The manager (or
supervisor) sets the tone for informal
recognition. By publicly recognizing
achievement or effort, he or she starts
to get the message across that "we
celebrate our effort and our
accomplishments".
-
Avoid situations
where people are recognized for doing
something as opposed to accomplishing
something. Within TQM you want to
encourage an emphasis on results rather
than work done. As Crosby suggests: "If
you focus on work you get more of it. If
you focus on results you get more of
that."
-
Make recognition a
standard and integrated part of any
staff meetings. Consider asking the
question: "What wonderful things have we
accomplished since our last meeting?"
Encourage people to talk about their own
accomplishments, and to talk about those
of their coworkers.
Post your comments at
amin@aiminlines.co.th
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