DOs and DON’Ts of Great Recognition Programs
DOs and DON’Ts of Great Recognition Programs
Before you begin, consider some of the DOs and DON’Ts of great Programs:
Don’t Require a winner every week, month, or quarter. If no one has met standards, no one should be recognized.
Don’t Set strict limitations on the number of winners. If an award is set up for a single winner, and three people have produced exceptional work, you should recognize three people
Don’t Make the program “fair” by insisting that everyone be recognized, including the people who arrive late, surf the Internet, and pass their work off on others.
Don’t Let the program become a bottleneck to timely recognition.
Don’t Allow the program to become the only form of recognition.
Don’t Expect one program to meet all your employees’ recognition needs.
Do Allow for both individuals and teams to receive recognition. For many people the pride of being part of a successful team is even more motivating than individual recognition. Provide opportunities for both.
Do Set and communicate clear criteria for what it takes to receive the award. This is what will make your program fair.
Do Tie awards to the organization’s values and you will reinforce what is most important.
Do Encourage employees to get involved in program design.
Do Develop systems that encourage awards for less visible employees.
Copyright 2006 Cindy Ventrice
DOs and DONTs of Great Recognition Programs - To learn more about this author, visit Cindy Ventrice's Website.
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Have you considered creating a recognition program for your team? While it is true that you can provide meaningful recognition without ever putting a single recognition program in place, programs can spice things up and provide a fun way to reinforce key themes.
Before you begin, consider some of the DOs and DON’Ts of great Programs:
Don’t Require a winner every week, month, or quarter. If no one has met standards, no one should be recognized.
Don’t Set strict limitations on the number of winners. If an award is set up for a single winner, and three people have produced exceptional work, you should recognize three people
Don’t Make the program “fair” by insisting that everyone be recognized, including the people who arrive late, surf the Internet, and pass their work off on others.
Don’t Let the program become a bottleneck to timely recognition.
Don’t Allow the program to become the only form of recognition.
Don’t Expect one program to meet all your employees’ recognition needs.
Do Allow for both individuals and teams to receive recognition. For many people the pride of being part of a successful team is even more motivating than individual recognition. Provide opportunities for both.
Do Set and communicate clear criteria for what it takes to receive the award. This is what will make your program fair.
Do Tie awards to the organization’s values and you will reinforce what is most important.
Do Encourage employees to get involved in program design.
Do Develop systems that encourage awards for less visible employees.
Copyright 2006 Cindy Ventrice
DOs and DONTs of Great Recognition Programs - To learn more about this author, visit Cindy Ventrice's Website.
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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