Yvonne LaRose

Some time ago, someone asked about workplace feedback and recognition programs. Then a qualifier was tossed in as to which may be more effective.

There are a number of ways for workers to offer feedback. The important issue with regard to that is whether they believe their opinions are truly being sought and whether any positive improvements will occur on account of their input. That's feedback for internal operations.

Some may be reluctant to speak. They won't want to be seen as show offs. The thing of it was that "feedback" can be taken in a number of contexts; responses will be relevant to one definition or another but usually not both.

Then "recognition" has several definitions that can be correct in still other contexts. And depending what type of feedback and recognition system you're venturing to implement, you can still go in yet another direction and have still other systems. So before getting too involved in talking about feedback and recognition, the essential first step is to ask what is meant by the terms. An alternative (that should still shed some light on what's being discussed is to ask about the goal of the system that's being contemplated.

Information Gathering

Now if what we want is feedback about how effective some program or system is, it may be useful to create a survey. The trouble with a survey is that it relies on the awareness of the one who compiles it. There may be issues that the employee would like to address but the issues aren't covered in the survey. So collecting the information in person is also a good idea. The drawback to face-to-face information gathering is that there are people who fear speaking because of the potential for backlash or embarrassment.

A group meeting (which tends to be time expensive) is another idea. There's safety in numbers and the anonymity afforded by being among those in a crowd which will breed a sense of safety in speaking up.

Otherwise, a group meeting to explain the suggestion or feedback box where the current innovation needs to be rated and receive input about improvements or simply letting it die because of it's over complicated nature. The feedback box is then open to receiving the legitimate concerns via an anonymous voice.

Customer or Department Feedback

There are also feedback systems that are somewhat like performance reviews but the reviews are voluntary and spontaneous. They're more like customer feedback and compliments or complaints. The compliments can go a long way toward building good will, not to mention confidence, and positive pride in workmanship. This type of feedback can be used to build a recognition system or supplement a merit system that has a long window before the next milestone is reached. And it is very effective when it's used to offset complaints and penalties that the employee has incurred.

Recognition of Service

There are some organizations that serve up recognition via public and quasi-public (only open to those who are not part of the organization but have an interest in the subject matter) meetings. These are good in any version because the recognition is given not just on a sheet of paper that can get destroyed or lost over time. True, a certificate, like a diploma, can be framed or perma-placqued. (And then discussed during after dinner conversations in the den or hung on an office wall.) And there are merit pins that can be worn on one's lapel and signify a significant milestone that everyone aspires to reach. Some even take pictures of the conferring of the recognition. Included in the shot are executives of the company or the department, or else supervisors, or members of the body that conferred the acknowledgement.

There needs to be substance that goes into making those recognitions. There's a methodology to earning the merit. Everyone should be aware of the methodology used for earning the distinction. And gaining the recognition is more than (as some primary schools have endeavored to do) giving a certificate for showing up for class for several days in a row. There need to be milestones that were reached that show good customer service or distinguished service through being the best (fastest time, least amount of accidents, most newcomers trained who were advanced).

Published Criteria

One of the dangers of having a recognition program where the criteria for earning distinction is not published is that very soon the program begins to lose credibility. As said earlier, there will be pride in having received recognition. But the whisical nature of the dispensation of recognition, especially when it's coupled with behavior that contradicts what it's supposed to be holding up as an example of good work, will destroy its momentum.

One prime example of a recognition program is one that has been implemented by the Metropolitan Transit Authority's (MTA) Accessibility Advisory Committee. They started with giving a certificate of appreciation to the Cafeteria personnel for helping the disabled patrons (first wave in March or so of last year) by taking food items to a table for them and cleaning the eating area. Then it progressed to acknowledging random drivers for "outstanding service" (whatever than meant and however they were chosen) without any definition related to their being selected nor the criteria for choosing them. Then, in November, they recognized the driver trainers - the ones who don't respond to messages but plagiarize input from the public. The trainers did a presentation about their training protocols. There were many instances when they quoted content from others but did not acknowledge it. In several instances, they showed a lack of comprehension about interpretation the rules. And they had a strong focus on serving wheelchair patrons, while other disabilities were a mere afterthought. Outreach to these supervisors for clarification has been made via phone messages and emails; none have been answered.

That recognition program is a surprise to the recipients. But after you've sat through so many of these scheduled recognitions, it becomes obvious that they're simply feeble PR gambits and there's no substance to the ritual.

Additionally, drivers have the impression that the public only files complaints about their service. Several drivers have confided in me to not waste my time filing a compliment on their behalf because it will never be communicated to them - just the complaints. Apathy among drivers was abated when a threatened strike was averted because of successful union negotiations. The new contract, however, did not satisfy a lot of the driver wants. Perhaps the recognition program is an effort to ameliorate this pressure.

The Downhill Effect and Communication

MTA is a company that uses write-ups for modifying behavior. The supervisor write-ups are also combined with customer complaints and are then used as a criteria for determining whether a driver is eligible for promotion or not. The difficulty, however, is that where customers have the impression that their compliments and kudos for drivers are recorded as well as communicated to the drivers, that may not be the case. When the amount of abusiveness pervades so much of the enterprise, from the patron to the employees, a rewards or recognition system such as the one MTA is attempting to use to raise morale is not enough. They need to start communicating the kudos as soon after they're received as possible.

In a recent telephone conversation with a representative in MTA's Human Resources Department, the representative agreed that it is very important to communicate compliments. She also agreed that punishments and write-ups without benefit of communicated compliments is a very unhealthy way to handle personnel.

Back to the Old School Method

Recognition comes in many forms. One that's been tested over time and continues to prove very effective is the really old school option of allowing increased visibility and responsibilities such as speaking on behalf of the department; reporting on certain projects in front of the group, or promotion to a higher position or increased compensation.

Communication First

Whatever methods are used for feedback as well as for recognition, the most important element to implementing the strategy is communication. Communication the basis for the actions, both positive as well as negative. Communicate what can result from positive performance. Communicate the negative. Communicate what can result from poor performance.