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      Friday, November 18, 2011

      Employee recognition

        When you have offices, departments and teams of loyal, committed, trained and qualified staff, you are reducing your risk. Give everyone an annual raise, make sure the air conditioning runs in the summer and the heat in the winter and voila… resignations will stop and retention is achieved. Right? Wrong! Having an efficiently run work environment with comfortable temperatures and scheduled pay raises won't be enough to retain your staff. It will be enough to get them to show up every morning — but to take initiative, meet schedules and deadlines, operate with a seriousness of purpose and drive — that requires relationship-building and employee recognition programs that work. How to get started. First, you need to make your employee recognition and incentive program an investment and not an expense. It shouldn't be a line item like new equipment or the sales retreat, but rather part of your operating costs that can't be cut. Recognition programs that do not align with overall corporate strategies are impossible to defend and inevitably end up being considered an expense instead of an investment. In hard times, these aimless programs are among the first things to be cut. In order to get recognition programs embraced by management to avoid vulnerability, remember that recognition strategies and programs that tie into your corporation's business objectives or mission, vision and values are more readily defensible because senior management can see the link between your strategy and their business objectives. Although corporations try and cut expenses, most will do their utmost to defend investments they believe will help grow the business and deliver profits to shareholders. If your recognition strategy is linked to senior management's business strategies, it makes it much more likely that someone in the C-Suite will act as your recognition champion. Take a hard look at your proposed recognition programs. Do you have a written recognition strategy? Does this strategy align and link up with your senior leadership's business objectives? Do your leaders understand the strategy and its links? Do your leaders actively support your recognition programs?

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