Peer to Peer
Beyond managers recognising teams,
Willett encouraged organisations to
“take it a step further” and empower
employees to recognise each other. “Give
people £5 or £10 a month to give to each
other when they think someone has done
a good job,” she said.
Willett described leaders as
“ambassadors of creating recognition
cultures”. She said: “When leaders
recognise direct reports their direct
reports are more likely to recognise
someone else.”
“It works by reciprocity – if you’re
recognised, you’re more likely to
recognise others,” agreed Moussa.
However, when it comes to
employee-to-employee recognition,
the panel warned that HR must avoid a
popularity contest.
It’s crucial to “find a balance between
empowerment and control” to ensure
distribution of recognition is fair and
proportionate, advised Kearney.
“But with employee-to-employee
recognition you may not have that
visibility,” she said. “So it comes back
to behaviour and culture – you have to
trust people.”
Training
The panel spoke on the importance of
training to ensure all staff are recognising
each other informally.
Willett said she’s seen many
organisations embed recognition in
management training. “When leaders live
What recognition offerings do you currently have in place at your organisation?
Staff suggestion schemes
Celebration of career milestones
Peer-to-peer recognition
An online recognition platform
A mobile-ready online recognition platform
Recognition linked to bonuses and financial rewards
Recognition linked to non-financial perks
Training for managers to create cultures of
recognition on a more informal ongoing basis
How extensive and
sophisticated is the
recognition strategy at your
organisation currently?
Very 6%
It’s nonexistent
15%
Somewhat
Not very 36%
43%
and breathe a culture of recognition it
works best,” she said. “And onboarding
training is important as well.”
This means setting expectations as
soon as people come through the door,
added Moussa. But he reinforced that
while guidance is necessary,
organisations should avoid creating
Recognition webinar Operational efficiency
Staff awards
19%
13%
18%
12%
7%
2%
16%
8%
5%
How skilled are leaders and line managers
in delivering positive feedback and
creating a culture of recognition at your
organisation currently?
Not at all 4%
Very 7%
Somewhat
53%
Not very
36%
too much structure as this can
create a “cycle of giving feedback
on the feedback managers and
staff are giving”.
One size doesn’t fit all
When asked about recognising
personality types who might
feel uncomfortable with public
recognition, Moussa asserted that
personalisation should be integral
to any strategy.
“Understand people’s personality
types as some are very British,”
mused Kearney, adding that it’s
important to recognise people in
their own way.
“The word recognition is so wide
reaching, there’s always a way regardless
of the individual,” she said. “It comes
back to knowing the individual and
thinking of something that works
for them.” HR
Sponsored by
The panel discussed how to empower managers and
staff to recognise each other for good work
hrmagazine.co.uk October 2019 HR 43
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