Learn to say thank you (it stimulates performance)

For or against everyday recognition?

For some the question does not arise, they would like to give more but they are under the impression of lacking time and resources, while for others the question is at the heart of their reluctance. To offer recognition or not for work considered normal?

Do you need exceptional performance to recognize the work of your employees? Do you need them to give you more than you ask for, to thank them? Would you have the impression that thanking an employee, or even congratulating him, for normal work performance would make him believe that he should earn more money, and therefore you refrain, because he is already doing well? paid ? Make no mistake, even at a time when everyone is talking about pampering human resources so that they do not fly away to the competitor, several employers and managers still consider remuneration as the only source of compensation. valid. Read the following carefully:

What are the obstacles?

Among all the reasons that limit managers from offering recognition on a daily basis, those that emerge most often are lack of interest, lack of time and fear of raise unrealistic expectations. Rewind: what if we only focused on “lack of interest” to start ? Do employers really not see an interest??? Indeed, according to a study conducted among 700 managers from different countries in 2010, 45% of Quebec managers saw no interest in giving recognition, compared to only 32% of managers in English-speaking North America (Canada and UNITED STATES). This is a disturbing observation, and which pushes human resources professionals to preach good recognition practices.

But you who read about human resources and understand its levers, you are not fooled. You see an interest in it, but you lack time (like 49% of Quebec respondents). Or are you afraid of not seeing the return on the investment? Well, abolish your beliefs and read more on the subject. Because “in 2006 Towers Perrin analyzed data from around fifty multinational companies, particularly observing the levels of commitment of the 664,000 employees who work there and the financial performance of these companies.” em> And the results are unequivocal: “ companies in which employees were highly mobilized experienced much better performance than those where engagement was less, since the former saw their operating profit increase by 19.2% while those in the second group showed a decrease of 37.7%.

Conquered now? Ready, set, say thank you.

SOURCE:

Christophe Laval, CRP http://www.portailrh .org/effective/fichedemo.aspx?f=70424