Recognition: What’s in it for me?

recognised employeeRecognition does so many good things for both employees and employers but it can be undervalued, despite the large body of evidence demonstrating the results that can be obtained by implementing a well-structured staff reward scheme, such as:

  • Improved job performance
  • Increased customer satisfaction
  • Improved profitability
  • Reduced staff turnover
  • Fewer disengaged employees
  • Lower staff absence levels
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All of the above are great reasons to implement an employee recognition programme, but there are also qualitative, rather than quantitative, reasons why should you have a recognition programme:


It highlights values

When you recognise people publically it highlights and reinforces the values of your organisation. For example, if you recognise achievements in sales it tells employees that you value sales success. If you recognise an employee for helping a co-worker out it demonstrates you value teamwork, and if you recognise ideas and process improvements it tells employees you value creativity.

People like to be appreciated so they will try to reproduce the behaviour that lead to recognition in order to be recognised themselves, so embedding those values further into the culture of the organisation.

Download our guide to reward and recognition

Reward and recognition guide

This guide will assist programme managers to develop a scheme that will improve the performance of your people, engage them and make best use of your available budget.

Click here to download


It creates good feeling

Thank youIt’s not uncommon to find over-worked and over-stressed employees. But knowing that someone else appreciates their efforts can help reduce those feelings of stress.

Both individual and team recognition have the power to improve team spirit and improve the working environment. It creates a sense of pride and purpose in the work, it builds stronger teams and it creates a sense of community. And this is even more impactful when the recognition comes from a colleague through a peer to peer recognition programme, because the recognition comes from someone who perhaps better understands the contribution they have made, than their manager.


It costs nothing

Whilst rewards for recognition are always welcome, recognition doesn’t have to cost anything. Genuine recognition of behaviour or an event can be acknowledged simply with a personal thank you, such as a handwritten note, and a public presentation that tells the story of what the recipient did and the impact it made.

“Recognition costs nothing to give but can be worth everything to the person you give it to. – Billy Funk


Our top 5 tips to help you get the best out of your employee recognition scheme

  1. Be genuine and targeted – It’s all very well saying “Well done!” to an employee at the end of the day, but if your want the recognition to be meaningful you need to let the individual and their colleagues know what they did, whom it affected, and the impact, or success, it created.
  2. Train managers – Recognising employees comes naturally to some managers, and not to many more. Invest in training your managers to recognise employees’ efforts and communicate their appreciation. Recognition should be part of every manager’s daily role, not something on a to do list.
  3. Make it timely – Recognising employees for their attitude, behaviour or achievements should occur as soon as possible after it has been recognised. The closer to the performance of the action, the more impact the recognition has on the individual and their co-workers.
  4. Choose relevant rewards – The rewards need to appeal to all employees. You could choose to use an online platform so employees can recognise their peers with an eCard or online message or you can give your employees a choice by giving them gift vouchers and cards, or Voucher Cheques.
  5. Recognise little and often – When it comes to recognition, rarity is not more motivating. You can’t overuse recognition for behaviours and results, and recognising people little and often will keep up the momentum throughout the year and be a regular reminder that the scheme exists.


John Sylvester

John is responsible for the motivation division of p&mm ltd and a Director on the board of the IPM. Specialising in developing, implementing and directing many large scale staff motivation, recognition and employee communications programmes.
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