How do you deal with employees who don't want or appreciate recognition?

Recognition is necessary for growth and development. It is quite natural that people tend to accept recognition gracefully however if someone does not appreciate or does not want to, it could be because he or she is no longer having the emotional association with the culture of the organization and preparing for his/ her way out. Fix it up.

In my experience there are some people who don't want appreciation and recognition usually for one of these reasons: 1. They fear that it might come with extra work load. 2. They are not appreciation and recognition motivated, but can be motivated with rewards(like incentives). You got to find what motivates them. 3. You will need to take a look at their past situation - if appreciation and recognition had not made much of the difference to their career in past, they might not be happy about it anymore.

Some employees are introverted or prefer to keep their head down and their privacy up. Part of this may be cultural or informed by their experiences (e.g. old traumas linked to recognition), or if they would feel more pressured to step up in future. Don't take this personally.

Key: Understand their reasons, try different methods, and respect their preferences. Ask why: Do they dislike public praise, or find the recognition meaningless? Customize it: Try private praise, small rewards, or highlighting their role in team wins. Don't force it: Some people genuinely don't like being singled out. Focus on a positive environment for everyone. Remember: The goal is a team where everyone feels valued, even if they express it differently.

In my experience, some employees can get uncomfortable talking about how they like to be recognized. Explain that you’re asking because you want them to feel valued, but you don’t want to do anything that doesn’t align with what they would want. If they’re being a bit wishy-washy about it, you can ask how they’ve liked being recognized at previous jobs and use that to jumpstart the conversation.

Understanding each team member's recognition preferences is key to a harmonious workplace. → Dive into one-on-one chats with those who shy away from the spotlight. It's about understanding, not interrogation. → Explore what recognition means to them. Maybe public praise isn't their cup of tea, but a quiet thank you hits the spot. → Offer choices. Let them paint their ideal picture of feeling valued. Respecting their wishes not only shows you care but also that you honor their unique contributions and comfort zones.

I think we all need to know someone "see" us. Sometimes it may be as simple as acknowledging them privately. I've received public and private rewards; I have to say I prefer private acknowledgment. Well, there may be a few exception.

Don’t shy away from having a candid conversation with your employees about recognition. Sit down with them one-on-one and ask how they feel about being recognized. What type of recognition resonates with them, if any? Do they prefer private acknowledgment over public praise? Would they appreciate a simple thank you note more than an award ceremony? Give them options and respect their boundaries. By seeking their feedback, you show that you value their input and respect their preferences, which can go a long way in making them feel appreciated on their terms.

Recognition holds a pivotal role in the psychology of an employee, influencing their motivation, job satisfaction, and overall well-being. However, understanding that the impact of recognition varies across individuals is key. Especially when you have diverse employees, definition of recognition may vary from person to person. It is very important to craft various way to make your employees feel appreciated the way they want and not the way company wants. By doing so, companies can ensure that their employees feel valued in a way that aligns with their unique contributions and personal preferences.

Understand their motivations by talking to them. Some might value personal growth, challenging projects, or self-assurance or self-dependence more than public acknowledgment. Tailor the recognition to match their deep-rooted values

Changing up the way you cheer on your people is a great strategy for learning who takes recognition well and how, but it's also an opportunity to not be too predictable in your leadership. The predictable ways you recognize people could show patterns of favoritism based solely on those you work with that take kindly to what comes natural to you. Vary your approach so you can not only make all interactions as a team more interesting, but encourages the rest of your team to show credit in different ways that lifts up their peers.

I like the thought of peer-to-peer recognition. This could help grow the culture of us appreciating each other and helping each other grow. I agree with it needing to be sincere. This means a lot of time and effort went into that acknowledgment.

This is a very important step. Usually, a one on one meet (after a month of recognition) can help the company understand the metrics of the impact of recognition on the employee. The usual metrics to focus on would be - 1. What is the direct impact on performance of the employee? 2. How motivated and hopeful they are for another recognition? 3. What changed in their personal and career goals after the recognition? 4. What are the relation dynamics with their colleagues and subordinates after the recognition?

Continuously monitor the impact of recognition efforts on employees who may not seek or appreciate acknowledgment. Pay attention to their engagement levels and job satisfaction. Evaluate whether the current recognition strategies align with their preferences. Regularly seeking feedback and adjusting approaches ensures that recognition initiatives contribute positively to the workplace without causing discomfort for those who may prefer a more understated approach.

That is THE point, isn't it? Trying to provide positive impact. I can understand how frequent feedback and monitoring can help with overall productivity.

Esteja atento às mudan?as no comportamento e na produtividade após a implementa??o de práticas de reconhecimento. Seja flexível e ajuste suas abordagens com base nos resultados observados. Se um método específico n?o estiver funcionando para um funcionário em particular, esteja disposto a adaptar suas estratégias para garantir que o reconhecimento seja eficaz. Em uma experiência passada, ao notar que um funcionário continuava demonstrando falta de interesse no reconhecimento, ajustar as abordagens e experimentar diferentes métodos levou a uma melhoria significativa em seu envolvimento e motiva??o.

Here’s a quick tip: if you have a public recognition Slack channel (we call it #hat-tips at @Magical) then monitor how often people are getting shouted out, and also what kinds of reactions and comments each shout-out is getting. If recognition is going unacknowledged, then that may be a sign that people on your team aren’t valuing that as a channel. But at @Magical, we typically see between 5-20 “reactions” to each hat tip from coworkers who also want to celebrate the person being recognized.

People learn from other people - both consciously and subconsciously. If you are a leader/manager, you are influencing your employees and there is no other way to set the right attitude with your example. I would recommend weekly/monthly meetings with your employees/team discussing and debating about topics like - Recognition, Motivation and Rewards. This can set a healthy ground for you to discuss your past achievements and appreciations. What changed after that and how it helped your career. Remember, the subconscious influence can happen when you are true, authentic and open for discussions.

You probably don’t want to give yourself a shout-out in an all-hands company meeting. (”I’d like to congratulate…. Myself….” ??) But you can make sure to create a culture of recognition by leaving in space at meetings for hat tips, frequently shouting out others for their contributions, and all-around just “walking the walk.”

Mostre aos funcionários que o reconhecimento é uma prática valorizada na empresa, inclusive reconhecendo seus próprios esfor?os e os de outros líderes. Isso cria uma cultura de aprecia??o e destaca a importancia do reconhecimento para o sucesso coletivo. Comece liderando pelo exemplo.

If employees don't seek or appreciate recognition, consider recognizing yourself for your team's achievements. Acknowledge collective successes without singling out individuals who may be uncomfortable with public recognition. Emphasize a team-centric approach and highlight everyone's contributions. This fosters a positive team culture while respecting individual preferences. Open communication remains key, allowing employees to voice their feelings about recognition and enabling you to tailor your approach accordingly.

Firstly, I understand the importance of acknowledging my own efforts and achievements, which reinforces my self-worth and keeps me motivated. Secondly, I make it a habit to reflect on my successes daily, celebrating small wins to maintain a positive mindset. Finally, I create a personal reward system where I treat myself for milestones achieved, ensuring I stay engaged and valued in my role.

A generic comment may make someone feel patronised, especially if they pride themselves on quality of work, and this is just standard for them. In these cases, be specific to match behaviours/processes/mindset to outcome when you are praising. Find the right time and place to do so too.

Understand that recognition doesn't need to equate to a celebratory announcement, party, etc. It may be that the person is shy, and does not appreciate public attention, even for great accomplishments. As a leader, never underestimate the power of a hand written note commending someone for their achievements, or even going as far as requesting financial compensation on their behalf in the form of a bonus, pay raise, etc. A silent praise can be often more welcomed than a loud one!

It is worth noting from a medical perspective that it could be a personality disorder (Schizoid). Understanding the individual and doing the most you can to support them is sometimes enough as you don't spend too much time and overstep boundaries.

People may not like positive recognition due to the lack of sincerity from previous managers. Flippant comments like "Great work today", come across as insincere and it may be the person doesn't want this type of recognition. It is key that you make sure you're giving specific feedback, I use the "A.I.D" method - - Action - what was the specific action they took? - Impact - what impact did this have on the team/ business/ them? - Desired Outcome - what would like to see more of? So, instead of "good work on the sales call"... - You asked really good open questions on that call. - That meant you were able to get all of the relevant information needed to close the deal. - It would be great to see you approach every call like this.

It’s easy to take recognition too far and create an insincerely “gooey” workplace culture. To keep teams motivated, it’s important to recognize the challenges and problems you’re experiencing as much as you celebrate the wins and pat each other on the back. If you only focus on the positives, then you’re apt to stick your head in the sand if things do start to go “wrong.”