A job well done? Say it now
In today’s fast-paced era of communication, employee recognition ought to be real-time
A lot has been said about people working for people and not for companies. Let’s face it, that’s the focal point of many a managerial issue today. In fact, the whole system of stack ranking where the employees are appraised in comparison to others has given way to a more transparent ‘check-in’ review system. It is based on how the employees meet their ongoing targets and objectives.
However, the effectiveness of this new flat system hinges on the quality of interaction between line managers and their team members; and therefore the quality of their communication becomes paramount. How the “what to do” or “what I expect” message is shared, when the message is shared, and most importantly whether the message is powerful enough to motivate the desired reaction from team members is critical.
Most managers, especially those moving up the ranks, face an operational obstruction upon reaching a certain level in the hierarchy.
They have to now enhance their skill-sets in order to become capable of quality communication.
The challenge is that most don’t even realise that they require new skills and hence can’t figure out why things are not working smoothly in the team.
For this purpose, sophisticated yet simple online tool kits have been introduced which assist such managers in identifying areas of improvement in their communication and style of handling the every day processes.
These tools provide a great platform for the managers to learn alongside the job on a real-time basis. This guides them on the kind of changes needed to improve the way they connect with their teams, and elevate the recognition process.
In turn, this results in improved managerial effectiveness.
All said and done, it all boils down to the quality of communication between a manager and his team.
Today’s managers are caught up with targets and achievements, and have still not completely understood why communication should appeal to the emotion. The composition of the message is as important as the medium used to communicate, whether for the purposes of appreciation, recognition or correction.
Selecting the right channel or even selecting the right mix of channels to communicate with employees is often a key challenge.
Given the current dominance of social media, a well-planned campaign can go a long way.
Such plans should be implemented only after one meticulously evaluates the potential of a negative impact that these modern day channels can cause.
There are cases where an organisation has had to withdraw a social recognition programme because of a negative fallout.
Many case studies have well stated the social media campaigns that have boomeranged. People can post damaging comments about the management or the brand or the organisation itself on public platforms such as Facebook, Twitter, unless one monitors it thoroughly.
However, shunning social media for fear of such negative influence is not the answer. One should learn how to use social media to the best of its potential and still shield the organisation by pre-empting the negative impact it may cause.
Social recognition is an extremely motivating tool; however, the tool used for such recognition should be a closed loop where the circle really is within a specified group – for instance, only the employees of the company.
Some international organisations have taken this one step further by involving the suppliers, channel partners and even customers on to their social platforms.
This really changes the level of truthfulness and transparency within the organisation. If the customer has to say something good or bad about the product or a service, he can do so on such platform. In India, we are yet to experience this level of transparency.
It is interesting to note the case of a manager who was travelling on work and was connected back to office with his team which was working on finding a solution to a tricky problem.