The delicate balancing act of managing employee development and sustaining morale can be challenging to managers and entrepreneurs. Whether you’re just beginning your business and have less than ten employees, or you have over one hundred workers, understanding that immediately correcting undesired performance, while reinforcing positive actions with reward and recognition are important components to healthy company growth. Here are some key points to consider when recognizing good performance and addressing performance concerns:
Recognize good performance early and often. It is true that employees will remember criticism more often than numerous accolades. This is why it is important to give recognition for good performance as soon as it occurs and as often as it takes place. Immediate acknowledgement of a job well done adds value to the employee’s morale and motivates them to continue exemplary performance. Reward in public, but reprimand in private. Rewarding an employee for great performance in the midst of their peers reinforces positive behavior and boosts morale. It’s also an incentive for the other employees to improve their own levels of performance. While it’s beneficial to recognize exemplary performance publicly, the opposite is true for corrective action conversations. Managers should have private conversations with employees who are under performing; reprimanding a worker in front of other employees leads to low self-esteem, decreases overall morale, and serves to demotivate other workers. Rewards don’t always have to be monetary. Employee recognition can take many forms, often having very little to do with money. There’s no argument that monetary compensation for outstanding performance is appreciated, but many leaders would be surprised to know that employees can derive just as much satisfaction from public recognition, sincere thank you emails and cards, and other non-monetary rewards. A coupon for a free lunch, employee of the month parking, a wall of fame, and certificate awards are also ways that leaders can recognize a job well done. Have a uniform expectation of performance and reward accordingly. Reward and recognition should always be based on qualitative performance, never on personality. This can be a difficult task for leaders, as it is human nature to perceive that an employee is performing better than others because of their amiable personality. The truth is simple, if two employees are providing exemplary performance equally; both should be recognized, regardless of the manager’s personal preferences. The same concept applies to under performers; any unacceptable practice should be addressed and corrected equally and fairly, even if the manager “gets along” better with one employee vs. the other. Encourage peer to peer recognition. Great leaders know their employees are the backbone of the company’s success. However, recognition of great performance does not always have to come from the top. Allow employees to recognize each other’s good deeds and stellar performance. Maybe in your organization, the sales team would like to recognize the accounting team for their dedication and quick turnaround when deals are closed. Perhaps the entire workforce would like to recognize the maintenance team for keeping their offices and public spaces neat, clean, and organized. Encourage this behavior and reinforce peer to peer recognition when it is given. Enlisting these key practices will increase morale, empower employees, and make your company a great place to work! Get help for your business today! Visit DEWBusinessSolutions.com to learn more.
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AuthorDiana White has over 30 years in sales, retail, consumer psychology, and marketing experience as just a few of her skillsets. She established D.E.W. Business Solutions, LLC in 2014 to provide business consulting for small businesses. Archives
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