the value of peer to peer recognition

The Value of Peer-to-Peer Recognition

Internal Consistency

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“The deepest human need is the need to be appreciated”– William James, Psychologist

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Engine to High Performance Culture

• 30% lower voluntary turnover (Bersin)

• 12X greater business outcomes (Bersin)

• Recognition is the engine that drives organizational culture

• Firing on all cylinders

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Great place to work

• The Great Place to Work® institute includes camaraderie when evaluating what makes a successful work environment.

• Relationship with other employees

• Peer recognition triggers these qualities

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Recognition Builds Connections

“Many studies have shown that social connections with coworkers are a strong predictor – some would say the single predictor – of job satisfaction.”

Robert D. Putnam, Harvard Public Policy Professor & Author of Bowling Alone

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An uncommon language

• Appreciation

– Acknowledging what’s going well

– What’s right in the world

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The Rat Race

• Misconception of fixing problems

• Crisis mode equated to being productive

• Lack of time

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Workplace issues

• 54% of organizations lost high performing employees (T&D Mag)

• #1 reason of leaving: Lack of appreciation (Dept of Labor)

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CommunicationThe flow and content of communication is the lifeblood of an organization.

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Communication and Behavior

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Old Recognition Model

• Communication: 1 to many• Recognition: Single winner

• “Employee of the…” are event based, not ongoing

• 87% of awards are based on sticking around (tenure)

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Incoming Generation

• Millennial: Born after 1980.• 65% rigid hierarchies fail to get most from them

• Millennials want:– Flexible approach to work– Very regular feedback – And encouragement.

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Influence of Millennials

• Transparency, constant feedback

• 51% feedback should be frequent/continual.

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Changing workforce

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New Model

• Many-to-Many

• Based on achievements– Not tenure

They want to feel their work is worthwhile and that their efforts are being recognized.

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Demographics or Voice?

• Are these new workplace preferences?

Or

• Are millennials just louder at expressing them?

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Herzberg Study (1987)

• Removed controls

• Recognition for work

• Granted authority

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Herzberg Study (1987)

• Month 2: Before• Month 8: After

“How many opportunities do you feel that you have in your job for making worthwhile contributions?”

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Why Peers?

• Close to each other– Proximity– Collaboration– Communication

• Better understanding of the work performed, requirements to perform, and outcomes.

• Managers are overburdened w/ work activities

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Role of Recognition

• Validation– Feeling valued for work you’ve accomplished

• Reinforce culture– Builds and tells stories, vital for org identity

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Role of Recognition

• Collaboration– Connecting on shared work

• Retention • If efforts matter, then less likely to leave

• Productivity– More likely to make greater contributions

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3 characteristics

• Timely– Recency effect

• Specific– Narrow & descriptive

• Behavioral– Action-based

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Recognition vs. Appreciation

• Appreciation– Thank you– Good Job– Good work

• Recognition– ARC– SAIL– STAR

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Useful acronyms

• ARC– Action– Results– Consequence

• STAR– Situation– Task– Action– Result

• SAIL– Situation– Action– Impact– Link

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Sustaining P-to-P Recognition

• First rule: Simplicity.

• Follow-up rule: Remove bureaucracy

• Second rule: Measure to manage

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Measurement/Tracking

• Aligned to competencies• Alternative: skills, values

TeamworkProductivity

InnovationInitiative

CollaborationCustomer/Client Focus

Planning and OrganizingDecision Making/Problem Solving

Quality OrientationCoaching

Team LeadershipFormal Presentation Skills

Communication

0 5 10 15 20 25

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Implementation -Systems

• Tools:– Easy-to-use!– Paper-based or electronic systems

• Measurement:– Track recognition– Job sat/engagement surveys

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Implementation - Individuals

• Mgr Involvement:– Mgrs can read recognition notes in a team meeting– Team reward for 100% participation– Recognize the recognition program!

• Training:− Model positive communication− Demonstrate how it can be linked to values/goals− Promote fairness, & inclusion

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Conclusion

• Communication is the lifeblood of the organization• Peer-to-peer recognition helps: create connections• 3 components to recognition:– Timely– Specific– Behavioral

• Align recognition to skills, competencies, or values• Millenials are calling for more frequent feedback

Connect & Communicate!Josh@InternalConsistency.com

888-481-4741

www.linkedin.com/in/joshkuehler/