Why wait for the end of year salary increase and performance bonus announcements when you can cultivate a culture of continuous recognition and reward?
Such a culture can maintain high morale and encourage a sense of achievement throughout the year. However, is creating this culture as straightforward as it sounds?
Based on my experience in the workplace, I can say that creating a culture of continuous recognition is far from effortless. This is mainly because I observe individuality becoming increasingly prominent every day. This growing emphasis on individuality suggests that company culture does not provide a static environment that everyone simply adopts; rather, it is a dynamic construct that evolves as each person contributes their unique values, needs, and sense of purpose.
When I look back at my career, I can think of both proud moments of recognition and challenges of establishing a continuous recognition process within such a dynamic culture.
In my early career, I considered recognition as a way of saying “Thank You” or “Congratulations” at the end of a project. As I advanced to a managerial role, I initially assumed my team would share this “simple” view of recognition. I soon discovered that their expectations were more varied and complex.
I’ve come to understand that recognition is about providing positive feedback and showing appreciation for an employee’s contributions. These can be major achievements or minor victories, displaying desired behaviors, exceeding expectations, or reaching milestones. Now, when I think of recognition, the word “celebration” springs to mind. For me, it’s about honoring individuals and celebrating as a team. Meaningful recognition isn’t limited to grand gestures; often, it’s linked with a safe and inclusive work environment where we can build meaningful connections. It’s found in the everyday interactions and small acts of gratitude—a smile, a sincere “good morning,” or asking “how are you?” and genuinely listening to the answer.
As I progressed further in my career, I realized that recognition should be an integral part of the employee experience, too. Designing an effective recognition program requires a deep understanding of the people within the organization. It’s about creating a system that acknowledges each interaction and contribution, fostering a sense of value and belonging. If this system doesn’t run effectively – if it’s inconsistent, fails to resonate with employees or totally falls short – then no recognition effort feels right at all.
Imagine you invest a great deal of thought and effort into your work, contributing to the larger goals of your organization. You feel valuable and take pride in your contributions. Yet, your interactions with other departments or leaders paint a different picture. When you report to them, they often respond by questioning your accuracy or becoming defensive to shield their own shortcomings. Despite your solid performance, these encounters leave you feeling threatened, uncertain, and sometimes demeaned.
How would such experiences affect you? How would you feel if your efforts were taken for granted, merely to tick a box? Even if you receive a fancy award for one of your achievements or are recognized for a certain milestone, the simple feeling of gratitude and recognition may still be missing.
All things considered, I believe that recognition is more than just formal praise. It’s about creating a culture where every employee feels seen and appreciated, every day. After all, we may be called employees, but we are individuals with unique wants and desires, all seeking to be seen and heard.
Creating such a culture requires active listening, understanding employees’ goals and motivations, and empathizing with their experiences to fully grasp their perspective. It’s a dynamic process that requires ongoing attention and adaptation, but the rewards—in terms of morale, well-being and performance—are well worth the effort.
