Jeffrey Saltzman's Blog

Enhancing Organizational Performance

Recognition

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“Appreciation is a wonderful thing. It makes what is excellent in others belong to us as well.”

Voltaire

One of the basic fundamentals in achieving high performance from individuals is to provide them recognition for a job well done, sincere meaningful recognition. Being given recognition becomes part of the equity equation as people consider whether they are being treated fairly by an organization. Recognition can consist of psychological recognition, monetary rewards, advancement, development opportunities as well as a host of other possibilities.

There are two classes of rewards and recognition – those that can be tied to performance, such as merit increases, and those that should be independent of performance – those that are a standard that should be made equally available to all.  For instance, if you were running a mining operation you would not hand out safety equipment as recognition for good performance, rather all miners would be given equal access to the safety equipment available.  The ability to operate safely on the job and access to safety equipment is independent of individual performance.

I had one client that had tied recognition, the score you received on your performance appraisal, to the health care benefits you received. If you scored highly on your performance appraisal and got sick you were flown to Singapore where you received the best medical treatment available. If you did not score highly on your performance appraisal local health care was made available, which was definitely below world-class status. After a few conversations with the management of this organization, I convinced them that these 2 elements should not be tied together.

This was a clear example that recognition on the job (in this case the ratings on your performance appraisal) could have an impact on your life expectancy. But there has come to light additional new evidence. Matthew D. Rablen and Adrew J. Oswald of the University of Warwick, found that winning a Nobel Prize can add as much as 2 years to your life. When candidates are nominated for a Nobel Prize they do not know it, as the lists of nominees are not released for fifty years after the Prize is awarded. This sets up a situation where the winners (who know they won) can be compared against those nominated (who don’t know that they were nominated). Those who won and received the associated recognition lived longer. “The only possible explanation is that the enhanced status conferred by a Nobel somehow improves a person’s health. Walking across the platform in Stockholm does wonders” said Andrew Oswald, one of the authors of the study. Remember that the nominees are no slouches, they are all very well thought of in their respective fields, but the status associated with the Nobel, somehow provides a little bit extra.

Given that many organizations are keen on improving the health of the workforce to reduce health insurance rates and to raise productivity, I wonder if they have ever viewed providing recognition as a health related practice. Also importantly can organizations make their rewards and recognition confer that little something extra? Could the budgets associated with recognition be offset against health insurance increases? Or on the flip side could organizations that provide no recognition be blamed for ill health or hastening the death of an employee?  The human brain’s impact on internal bodily processes is simply not to be underestimated.

Sometimes recognition comes from unexpected sources. Abraham Lincoln when faced with many rivals within his own party for the position of President decided that the best place for them was within his cabinet. By keeping his rivals close to him, he could keep an eye on them but he was also telling them something. He was providing them recognition of their abilities and saying that he wanted them working with him, because he valued their input, rather then being at odds with them.

There is a myth that exists around brilliant people (maybe even just smart people) and recognition. It is that these people are intrinsically motivated and that means that they do not need or desire recognition for a job well done. Doing good work by itself is rewarding enough. (I get this feeling that this myth was developed by people who feel somewhat intimidated by really smart people). While there may be a few people like that out there, my experience is that the vast majority, while they may be intrinsically motivated, like nothing more than a pat on the back and other recognition for doing good work. They, like us, put their pants on one leg at a time in the morning (assuming you are wearing pants) and while they may really like their independence, they really like people recognizing their contributions as well.

Recognition is one of those fundamentals that cut across organizations, cultures, occupations, geographies, generations and genders. It works and has an impact on your work environment as well as in your personal space. The next time you have an opportunity, and want to tell someone that they did a good job and you appreciate them, don’t hold it in, let it out and see what kind of benefits you can spread.

© 2010 by OrgVitality, Jeffrey M. Saltzman. All rights reserved.

Visit OV: www.orgvitality.com

Written by Jeffrey M. Saltzman

June 21, 2010 at 6:13 pm

One Response

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  1. I had a boss who always said “It’s not just accomplishing a task that’s important; it’s how you accomplish it.” In essence, he was saying that you need to involve and give recognition to everyone involved.

    Michael Katz

    June 23, 2010 at 12:08 pm


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