What are we missing with Reward & Recognition (R&R)?

Reward & Recognition – A topic as cliché as it gets. There is no doubt about why Reward & Recognition is important for the health of an organization, whatsoever.

If you ask me, I can give you a hundred odd reasons for the same. But the underlying truth is that we are wired to feel a kick out of appreciation, reward and recognition. And there is no better way of engaging great talent than letting them know that we appreciate and value their commitment, hard work and intelligence.

However, in the recent past, I have been approached by leaders from many start-ups, questioning the viability and veracity of R&R outcomes.

Why spend so much in an activity that creates divide among my workforce?

Why should we put someone down while lifting someone else up?

Isn’t it unfair to recognize one/some when many others have worked with similar levels of energy?

Why should I consciously develop an environment that leads to bad blood within my team?

These are just a few of many concerns that people bring up in order to avoid any uncomfortable situation that may emerge out of an R&R activity.?

These reactions are no surprise to me, although the way leaders these days are putting these questions is quite fascinating and impressive. These concerns run even in MNCs, but the difference is that they don’t mind splurging even if they don’t believe in R&R.

It’s different with start-ups. With only a little scope for risks, they need to know and control the input and output at every step, to be able to ensure the viability and sustainability of the organization.

To answer their question in one line, the outcomes of recognizing one’s effort and success outweighs any concern that stems out of insecurities, at any given time, in any given situation.

Aristotle once said, “The worst form of inequality is to try to make unequal things equal” and I can’t agree more.

Imagine an International Cricket Match, by the end of which the panel decides to declare everyone as a winner because they don't want to hurt anybody’s feelings. Or the board deciding to not recognize anyone as the ‘Woman/Man of the match’, because what if it led to bad blood in the team.

Such a decision will not only hurt the sentiments of the ones who have put in their best efforts to bring success for the team, it will also disappoint the audience and the aspiring players who would have nothing to look forward to after a job well done. And what about those who could not achieve their best output? They would not have any motivation to do better.?

So, why do some leaders tend to doubt the worth of R&R?

In my experience, it’s because they are doing it for the wrong reasons. Many times, leaders conduct Reward and Recognition as a proxy to compensate for not being able to fulfil their duties w.r.t. employee welfare.?

R&R becomes more of an incomparable yet charming replacement for many other things, including and especially, the need for tough conversations.

Let’s say Ryan and Sam work in my team and I am not happy with Sam’s work quality. Instead of calling it out and holding a one-on-one honest conversation with Sam, I reward Ryan for his work. The whole intent is more around conveying the message to Sam that he is not good enough, than to appreciate Ryan.?

Believe it or not, the intent translates exactly as it is, in the team. No flawed intent ever begets anything meaningful.

Meher, my 5-year-old daughter, has recently started with her online classes. There are so many questions that she wants to ask from her teacher, so many concerns that would disturb and distract her if she didn't get her answers. But what if the teachers avoid addressing those concerns because that would mean a lot of time and effort, a lot of energy and skill? You already know that, so I am not going to expand on this.

The bottom-line is many of us avoid confrontation because we are wired to avoid uncomfortable situations. We know how to command by appreciation, but we fight shy of necessary yet inconvenient conversations.

We are never taught how to do that in our entire school and college life.

So, at best, we either completely avoid them, or we ask someone else to do it on our behalf, e.g., HR representatives.

How can we hold emotionally driven conversations?

It’s a very profound subject which would need another article, but for now I would just say, stay true to your job. Know what’s best for the purpose of the organization and work backwards.

At Beroe, many years ago, I had one of my closest friends applying for an opportunity in China. He was one of the smartest and most eloquent people I knew in the organization. But he wasn’t prepared for the job. I could not let him go. It took me a lot of guts to state the facts in as many words to my friend. But it had to be done.

He was miffed. He didn’t speak to me for days and I understood his emotions as a friend. But as an HR professional, I knew what I was doing was in the interest of all the parties.

A few months later, he got an even better opportunity which he was totally prepared for by then.

So, to answer this question – how to hold conversations where emotions run high - leaders have to put a lot of effort in building an ecosystem where their workforce trusts their intent.

An ecosystem where people trust their managers, where they know that their decisions are in their interest, where they are clear about what to achieve and possible ways to achieve it.

Many R&Rs fail because of the lack of effort and conscience.

One has to mean what they say. I am not referring to criticizing someone’s work. I mean conversations that involve directions as to what to fix and how. It would and could involve mentoring and coaching at every step of the way. It takes an immense amount of care and effort and that’s why many leaders are inclined to take an easier route. But that’s not fair.

With all that being said, in no way should one dare to dismiss the significance of R&R as a practice to encourage and engage talent. Appreciate your workforce for their efforts, discipline, dedication, determination and skills, the way they deserve to be appreciated.

Do it for the right reasons and the outcomes will never let you question or underestimate the promise of R&R - I promise that.

P.S. – Of course, HR personnel will have to act as facilitator and custodian of the whole process including conducting R&Rs and ensuring necessary conversations are done to drive impact. Who said HR job was easy! :P