TERRY McKENNA is principal and co-founder of Employee Performance Strategies, Inc. (EPS), based in Kure Beach, NC. EPS helps clients increase their competitive advantage and profitability through people. Terry provides keynotes and leadership seminars for businesses and associations. Contact information: (888) 788-9090,
perform@eps-i.com,
www.eps-i.com.
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[ THE PERSONNEL TOUCH ]
Recognizing job performance
How do your store mangers recognize their employees for a job well-done? I remember asking a sales associate several years ago: “How do you know when you’re doing a good job”? Her response: “When I don’t get yelled at.” Talk about negative motivation!
A recent Gallup Poll found that almost two out of three people receive no workplace recognition in a given year. This helps explain a recent finding from the U.S.
Department of Labor that the No. 1 reason people leave their jobs has nothing to do with pay or promotions, they leave because they “don’t feel appreciated.” According to Gallup research, regular employee recognition produces the following results:
- Lower turnover.
- Increased job engagement.
- Better safety records and fewer accidents on the job.
- Higher loyalty and satisfaction scores from customers.
- Increased employee productivity.
Root causes
It’s a rare store manager who passes out recognition and praise among his/her employees when they themselves don’t receive any form of recognition from their immediate supervisor. In fact, just the opposite happens. Call it the “rolls downhill affect.” If a district manager comes down hard on the store manager, chances are good that the store manager may take out those frustrations on the employees.
And do you really think the “rolls downhill affect” stops with the employees? Not likely. The customer is next in line and your competitors thank you very much.
When recognition does occur, it typically is done in the fashion that the person giving the recognition is most comfortable with. How your store manager likes to be
recognized is how they are likely to recognize his or her employees. The problem with this approach is that it does not take into consideration the fact that all employees are different. In order for recognition to be meaningful and lasting, it must be tailored to the recipient’s individual preferences, not the giver’s preferences. While some employees may prefer rewards and gifts, others are more motivated by words and acknowledgement.
Four-step approach
In order for recognition to be meaningful to the point that it motivates and improves job performance, it must meet a four-point criteria:
- Deserved. If the results or efforts are not worthy of recognition, then don’t recognize them, as it will only create cynicism among all employees. I’m always amused by those “Employee of the Month” plaques. The intent is there, but not the execution. Why is it that Billy, who was a superstar in January, went into the tank for the rest of the year? If Billy was really that great in January don’t you think he’d a least have won another month? These plaques are simply an attempt to energize all employees by giving them a month and it fails miserably because the employees see right through it.
- Specific. To be meaningful, recognition must be specific. Don’t say, “Great customer service.” Instead say, “Great job with the patience, understanding and professionalism you demonstrated with that woman who was angry that we didn’t have her brand.” This approach teaches the employee that patience, understanding and professionalism are valued. The result: more of it.
- Individualized. Learn your employees’ hot buttons. We’re all different and like to be treated as such.
- Continuous. Recognize and reward behaviors you want to see more of. Some store managers have a tendency to always look for the fatal flaw. An employee can do 99 things right, but the one thing they do that doesn’t turn out so well is the thing the manager jumps on. It results in a demoralized workforce and “what’s the use” attitude. Store managers should make it a part of their daily routine to catch employees in the act of doing something right, then recognizing them for it.
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