How to Identify Each Employee?
Do your employees feel recognized for their work?
A recent survey found that 74 percent of the employees are planning to switch jobs in 2018 and 44 percent have cited lack of recognition and engagement as a reason. This is a bomb, and it’s something that we can fix.
There are many opportunities in the working day to identify employees and improve employee engagement. Let’s think through an excellent practice that organization with affiliated teams: Keep your employees front and center.
Consider all those who should recognize
Not only address your workforce as an assembly of names. Personalize your identity for each person’s interests, concerns, goals, and life. An award and recognition program that provides a wide range of customization portals and various exchanges, is an inherent way of accepting that recognition is personal.
Small teams are like families with huge impact on the broad work culture. Your award and recognition platform should offer ways of identifying each other, even if the peer-to-peer recognition or team leader identify the wider team. Continuous recognition should be encouraged and no one should be left out. Whether an employee works in your office or remotely, it is important to know each person well for a job.
Gag and freelance workers
Given the increasing percentage of freelancers, contractors and other non-employee workers in the talent ecosystem, an award and recognition system will also give you the option to include all types of workers. The identity of outside organizational walls brings employees together in detail, increases engagement, and strengthens the workforce community.
Employee Identification Make a Priority
Even if you are planning to identify all the above groups, then you can participate in dark spots and inconsistencies, which will end your employee recognition program.
Here is an example which we have seen recently: We were working with the Human Resources Department of an organization, who had given the prizes at the discretion of the managers. And the recognition and rewards for those managers had very different ideas. There was no centralized criteria about the desired appreciation or recognition. Performance data was not comprehensive, due to which managers ignored some artists because their contributions were not included in the overall data set.
The company decided to make changes on an automatic recognition and engagement platform which could create a lot of data but could also include each employee. The new forum created a matrix based on the whole workforce, then broke it into departments, centers and teams. It also created an automatic calendar for periodic recognition and feedback.
The most attractive search was the strong impact on weak and low-looking artists. When the light was finally shining, they all started blooming, and performance, productivity and all other KPIs started growing.
Since the company’s new recognition and implementation of the engagement program, the staff has been living in their jobs for a long time, requesting lesser internal tricks to other departments, and managers are more involved in the self-recognition process.
Rule of thumb: Validate each employee and feel them all as they are important through continuous recognition for your organization.