Reducing dependence on reward one social recognition at a time

The amount an organisation invests in discretionary rewards is typically far greater than the amount invested in employee recognition. Perhaps curious as the evidence suggests that employee recognition is a more effective motivational tool than employee reward. An under investment in recognition can reflect an over dependence on reward. In some organisations recognition and reward are joined at the hip. The value of recognition is contingent upon the size of the reward. One way to reduce this costly dependence on reward is to increase the stand-alone value of recognition within an organisation.

Social technologies have helped. Social recognition programs amplify the value of employee recognition by increasing immediacy and visibility. The standalone value of employee recognition is further enhanced by integrating employee recognition with other talent management processes including performance, recruiting and on-boarding.

At Grass Roots employee recognition is more than a way to say thanks. For employees it is fast becoming a way to connect, share, learn and encourage. For organisations employee recognition promises more than engagement. Social recognition is fast becoming a valuable source of employee data and insight. If employee recognition has no value within an organisation employee recognition will always be contingent upon reward. Organisations that take employee recognition seriously can seriously reduce their dependence upon reward.

This article was first seen on Grass Roots blog

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