151 Quick Ideas to Recognize and Reward Employees

Ken Lloyd

• Publisher: Career Press
• Year: 2007
• ISBN:
  9781601639110
• Topic: Business
• Subtopic: Business generale
• Index: Business

Most managers understand the importance of giving their employees recognition and rewards, but when it comes to actually doing so, they often come up empty or use outdated, ineffective strategies. 151 Quick Ideas to Recognize and Reward Employees will help managers stock up. Recognition and rewards are consistently found to be among the most powerful of all motivators for employees at any job level. In fact, when employees are asked to describe their most satisfying experiences at work, they frequently mention situations in which they received recognition and rewards for their performance. And, importantly, when managers are skilled in providing this type of feedback, their employees typically reward them with increased productivity, commitment, and overall performance. However, just like customers who always order the same old entree at a restaurant, managers tend to choose the same old kinds of recognition and rewards. Some traditional rewards still work well, of course, but there is always room for new ideas.

151 Quick Ideas to Recognize and Reward Employees offers you the full menu of recognition and reward strategies. It comes with detailed descriptions of the most popular ideas in business, plus others that are destined to become classics. Ideas such as:

• — Enriching jobs by giving employees more autonomy and decision-making responsibilities.
• — Purchasing personally signed books suited to the potential you see in eachemployee.
• — Awarding special coupons for free gasoline or transportation.
• — Hiring a masseuse to rub out stiff necks and backs.
• — Making your employees more invested by offering profit-sharing.
• — Plus many free or low-cost rewards.

Included with each of the 151 strategies is an "assignment" that you can use as a roadmap to bring the idea to life.

1
Use Your Words

One of the most compelling, powerful, and effective ways to reward and recognize your employees is also the cheapest. All you have to do is open your mouth and give your employees the thanks and appreciation they deserve for a job well done. When employees hear you say, “Great job!” they feel better about themselves, their work, and the company itself, and this motivates them toward even higher levels of performance so they’ll receive more of this feedback in the future.

The best time to provide this type of credit and recognition is as close to the employee’s excellent behavior as possible. If you can give this feedback in front of other employees, the impact is even greater. Those other employees will start to think about ways they can improve their performance so they can be on the receiving end of praise from you.

Assignment

If you only use the words “Great job!” after your employees perform well, the words can lose their impact. Make a list of at least 20 of the most energizing and enthusiastic words you can use, such as “Terrific work!” “Outstanding performance!” “Amazing outcome!” and “Dazzling results!”

Epilogue

Employees continue to hear your positive words long after you have spoken them.

2
Set the Tone

Rewards and recognition do not exist in a vacuum, and their impact hinges on the workplace context and culture. If the environment is harsh or cold, all of your efforts to reward and recognize employees will fall short. For example, if a manager typically treats employees with indifference, any positive feedback or rewards he or she provides will be received with skepticism at best. However, the same feedback or rewards from a more supportive manager will be well received. As a result, if you want rewards and recognition to work, it is essential to set a tone that is positive, friendly, fair, and premised on respect and trust.

One easy way to help set this tone is to avoid the common managerial practice of looking through employees rather than talking to them. By saying “hello” to your employees around the office, perhaps asking how things are going, and then listening, your employees are going to feel appreciated, important, and respected, and these are great rewards.

Assignment

Look over the listing of employees in your department and related areas and put a “+” next to those you regularly greet, a “0” next to those you occasionally greet, and a “–” next to those you rarely or never greet. Now set a timetable to make all of them a “+.”

Epilogue

Employees who rarely hear “hello” from their manager find it much easier to say “good bye.”

3
Drop on By

A powerful source of recognition for your employees is the level of interest that you focus on them and their work. If you are inaccessible or basically invisible, your employees can easily sense they are not particularly valuable to you or the company. When you manage by wandering around, one advantage is that you can use all of your senses to get a better idea of how a department is operating.

On a more subtle level, by spending time in your employees’ work areas, you are rewarding your employees. You are essentially telling them that although you have a great deal of important work that needs your attention, your team is even more important. Your visits are not based upon resolving a specific problem, and they are free of any agenda other than a desire to meet with the employees, see how things are going, ask a few questions, and answer even more.

You are not bearing gifts nor are you doling out cash. You are providing ongoing psychological rewards that build the employees’ sense of self-worth and competence.

Assignment

Write down the number of times per day that you visit your team without any specific agenda or scheduled meeting. If you are averaging less than one visit per day, commit right now to move that average to more than one visit per day.

Epilogue

Your presence is often the best present you can give your employees.

4
Let’s Get Formal

Regardless of the informal thanks, credit, and recognition you give to your employees, a great source of meaningful rewards for them comes from receiving formal feedback on their performance at least once a year.

Many managers tend to delay these sit-down meetings or forget about them altogether, typically mouthing the mantra, “I don’t have time.” This type of thinking destroys a valuable recognition opportunity.

It is highly rewarding for an employee to have a clear idea of how he or she is doing and where improvement may be needed. When an employee is not given this feedback, it is akin to shooting arrows at a target, but not seeing where they are hitting.

The most obvious messages in formal review sessions deal with the employees’ performance, but the deeper message is that you have a genuine interest in the employees and their careers, and this is one of the greatest rewards you can provide.

Assignment

First, set a date to meet with each of your employees to review their performance. Second, set a time a few days ahead of this meeting to get prepared and look over your employees’ performance and notes you may have made during informal meetings with them during this period.

Epilogue

If you want to have a meeting of the minds with your employees, no one will mind if you start with a meeting.

5
The Riches of Enrichment

Employees sense high levels of recognition and reward when management enriches their jobs. Some managers operate under the misconception that enrichment means giving employees more work, typically more of the same work. This is merely expanding their jobs horizontally. In this scenario, rather than feeling rewarded, employees feel used.

Real enrichment expands the employees’ jobs vertically by providing them with more autonomy, control, and decision-making responsibilities. They are given increased opportunities to think and grow, and, in many respects, they are able to act as managers of their own jobs. When jobs are truly enriched, employee performance improves in many different ways, especially in terms of the quality of their work.

Job enrichment is not simply handed to all employees, but rather is earned by those whose performance is consistently strong. It is a reward for excellence, and employees in enriched positions tend to experience increased feelings of confidence, achievement, and personal competence.

Assignment

At some point, hopefully in the near future, all of your employees will be ready for job enrichment. To help prepare for this, look over each employee’s job and list at least five specific ways to enrich it.

Epilogue

When jobs are enriched, employees and their companies are enriched, too.

6
Nothing Like a Good Book

A great way to recognize and reward an employee is to give him or her a book. Obviously, you have millions of choices, but you can set some parameters by looking at the individual employee and the position he or she holds. Many of the best rewards are tailored to fit whoever is receiving them, and you can easily do this with a book.

For example, if you have an employee who has management potential, you can certainly give a book on management. However, you can just as easily give a novel that includes a character who displays outstanding managerial skills.

If you want to make this reward more tailored or personalized, you can give a book that deals with the employee’s hobbies or outside interests, or a well-reviewed book you believe your employee will enjoy.

Regardless of the book you select, you should personalize it by inscribing it. Use a good pen, write the employee a short praiseful note, and then sign and date it.

Assignment

Write down the names of each of your employees and then list two or three books that would be perfect for each of them. Order the books and have them ready for the next time one of these employees does something great.

Epilogue

Giving a book without any inscription is like giving a trophy without any engraving.

7
The Art of Articles

Your employees like to know that you are thinking of them, and not just in a general sense, but also as individuals. One of the best ways to recognize their individuality is to send them an article that is particularly appropriate to their interests.

The article can deal with some work-related matters, or it can focus on your employee’s general interests or hobbies. You can give the employee a hard copy of the article in person, or you can just as easily send it as an attachment. Either way, the message is clear: you regard this employee as a valued individual on your team.

In this way, you are actually providing two rewards. First, there is the psychological reward that comes from being remembered and recognized by one’s manager. And, secondly, there is the tangible reward of the article itself.

When you give the article to the employee, be sure to attach a short note that includes the employee’s name and a few positive words about how you thought this article ties right into this individual’s goals, interests, or hobbies.

Assignment

Make a list of your employees’ objectives and interests, and then actively look for relevant articles. The objective is to send each employee at least one article every other month.

Epilogue

Articles that you provide to your employees help build unity—they are truly articles of confederation.

8
Turning the Corner

Every manager is going to have an employee who struggles. With a good deal of coaching, guidance, support, and perhaps a bit of luck, that employee may experience a turnaround.

When you have an employee who makes this kind of transition, you have a golden opportunity to provide some recognition. Recognition at this point is positive reinforcement that will encourage this employee to continue his or her successful behaviors.

This employee should be given an award indicating that he or she is the most improved player. Whether at a special staff meeting or as part of a larger recognition program, employees who make great improvement should be singled out in front of the group and praised for their totally improved performance. They could be given a special award, the TIP Award for Totally Improved Performance, exclusively for employees who have tipped the scales and are now performing at a TIP-TOP level. This award can be accompanied b...

Table of contents

• Cover Page
• Title Page
• Copyright Page
• Contents
• How to Use This Book
• 1. Use Your Words
• 2. Set the Tone
• 3. Drop on By
• 4. Let’s Get Formal
• 5. The Riches of Enrichment
• 6. Nothing Like a Good Book
• 7. The Art of Articles
• 8. Turning the Corner
• 9. Subscription Recognition
• 10. What’s Right Is Write
• 11. E-mail for Excellence
• 12. Going Virtually Wide
• 13. Go for the Green
• 14. Cards Online
• 15. Cards Offline
• 16. Take a Break
• 17. Now Hear This
• 18. A Touch of Class
• 19. The Rewards of Teaching
• 20. Certified and Bona Fide Leaders
• 21. Good Points
• 22. Take Care of Yourself
• 23. Primo Parking
• 24. Promotional Opportunities
• 25. Keep Your Eye on the Wall
• 26. A Polished Reward
• 27. What’s Cooking?
• 28. Perfect for the Wall or Desk 41
• 29. Special Silly Trophies
• 30. On the Spot
• 31. Table for Two
• 32. Be a Sport
• 33. See a Sport
• 34. For the Sports
• 35. A Great Pad
• 36. Let’s Do Lunch Here
• 37. Let’s Do Lunch There
• 38. It’s a Gas
• 39. The Rewards of Carpooling
• 40. Entertaining Ideas
• 41. Try This on for Size
• 42. Greetings and Salutations
• 43. Stamps of Approval
• 44. A Message From the President
• 45. Hot Wheels
• 46. I See Your Performance and I Raise You
• 47. Recognizing Your Employees and More
• 48. Here’s a Suggestion
• 49. Post the Good Words
• 50. A New Newsletter
• 51. Stop the Presses
• 52. Add Recognition With Ads
• 53. Use Your Headlines
• 54. Executive Dining
• 55. Peer-to-Peer
• 56. Happy Anniversary
• 57. Savvy About Sabbaticals
• 58. When Opportunity Knocks
• 59. Knocking Around for Opportunities
• 60. The Employees Are Entitled
• 61. Featured Employees
• 62. Significant Others
• 63. Holiday Happenings
• 64. Give the Employees a Hand, Literally
• 65. Give Your Employees a Hand, Figuratively
• 66. It’s About Time
• 67. Go for the Goal
• 68. Let’s Do Lunch
• 69. Bottled-Up Rewards
• 70. Surveys Serve All
• 71. The Value of Video
• 72. Rewards for Referrals
• 73. Mentors Mean More
• 74. Creative Teams
• 75. Pre-hire Presence
• 76. Flower Power
• 77. In the Employee’s Name
• 78. Early to Close
• 79. Coffee, Tea, and Treats
• 80. Degrees of Freedom
• 81. Day Care for the Little Ones
• 82. Convenience of a Concierge
• 83. Getting in Shape
• 84. Voluntary Recognition
• 85. Win That Vacation
• 86. The Field Trip
• 87. Side-by-Side With Topsiders
• 88. In Association With
• 89. Happy Birthday
• 90. Cash in Hand
• 91. In Focus
• 92. Just for You
• 93. Discounts Count
• 94. Hail With the Chief
• 95. Looking Down the Road
• 96. Cards Talk
• 97. Make Things Pop With Balloons
• 98. Guru for a Day
• 99. Employee of the Month
• 100. Employee of the Year
• 101. Proven Improvement
• 102. Outside Input
• 103. The Message of the Massage
• 104. Meditate About This
• 105. Ergonomically Speaking
• 106. Feng Shui Today
• 107. In and About the Office
• 108. Artful Management
• 109. A Little Shut-Eye
• 110. Taken for a Ride
• 111. Name Recognition
• 112. For All to See
• 113. It’s That Time of the Yearbook
• 114. On the Road
• 115. In Cool Companies
• 116. Technically Speaking
• 117. It’s About Time
• 118. For Sparkling Performance
• 119. Treats and Eats
• 120. One-on-One With a Pro
• 121. Your Grab Bag
• 122. Take Training Personally
• 123. It’s a Picnic
• 124. Retreat and Recharge
• 125. Time-Released Recognition
• 126. Stress Relief
• 127. Strike a Pose
• 128. Deep-Rooted Forms of Recognition
• 129. Please Pass the Recognition
• 130. Amusing Outings
• 131. How Random
• 132. A Basket of Recognition
• 133. Significant Assignments
• 134. For the New Hires
• 135. A Good Sign
• 136. It’s Your Day
• 137. The Rewards of Retirement Plans
• 138. Bonus Time
• 139. Other Options
• 140. Your Talented Team
• 141. The Awards Banquet
• 142. Great Saves
• 143. A Word of Advice
• 144. While You Were Out
• 145. A True Open Door Policy
• 146. Let’s Get Oriented
• 147. The Sky’s the Limit
• 148. Lateral Moves
• 149. 360 Degrees of Freedom
• 150. Recipe for Success
• 151. The Best Rewards
• Index
• About the Author