What Is this Intervention?

Acknowledgement of employee contributions can play a significant role in motivating them by telling employees that management is aware of the work they do and appreciate it. This article explores the use of events to recognize employees.

An event is an “occurrence of social or personal importance” (http://en.wiktionary.org/wiki/event). Two types of events that acknowledge employee contributions include recognition events and outings.

Recognition events are formal celebrations that are organized to recognize specific instances of outstanding performance by employees and to promote their motivation in the future. A recognition event usually consists of an elaborate meal (can be breakfast, lunch, or dinner), either a motivational speech or entertainment, and formal presentations to acknowledge the contributions. In some instances, the formal recognition might include the presentation of some tangible acknowledgement, like a commemorative plaque, pen or some similar gift (if people are recognized for a group achievement) or some financial or similar reward (if people are recognized for individual achievements).

Recognition events typically acknowledge outstanding work on a particular project, anniversaries with the organization, and sustained excellence in a job. Some recognition events are scheduled around project milestones (usually the end of a project), such as banquet dinners and thank you awards. Others are scheduled to coincide with calendar events, such as holiday parties and birthday acknowledgements. Still others occur as part of the corporate calendar, such as annual employee recognition dinners. Jim Grenier, Director of Total Rewards and Human Resources Shared Service Program at Intuit, attributes his company’s recent high ranking in Fortune’s Best Companies to Work For (45th place) to maintaining a corporate culture that focuses on employee recognition (Wiscombe, 2002).

In contrast, corporate outings are activities that promote bonding among employees and that occur outside of the office. Corporate outings might involve team-building exercises, motivational or self-development workshops, activity days, parties, evening entertainment—even days at the spa (http://www.kaleidoscope-events.co.uk/employee-motivation.htm).

Both recognition events and outings are ultimately intended to increase job satisfaction (Gardyn, 2004), build stronger feelings of belonging to the organization, and increase camaraderie (Akerlind & Sadiq, 2003) and morale (Gammag.com, 2003). When employees experience these feelings, they extend to the larger organization. Performance ultimately improves, whether measured through individual on-the-job performance or through aggregate measures of employee satisfaction, such as reduced turnover.

Top

When Should this Intervention Be Used?

Hold recognition events and corporate outings when the motivation level of employees needs strengthening—that is, when they have the necessary skills, knowledge and resources to do the job but seem to be under-performing because they feel unappreciated. “Effective rewards – ones that are personally significant to the recipient – will not only motivate employees in the short term, but also may help engage them for the long haul” (Huff, 2006).

Also use recognition programs when monetary incentives alone are no longer achieving sustained or higher performance. In those instances, employees might be feeling underappreciated and cash incentives do not compensate for those feelings. Or, as Wiscombe says, companies should put away their cash because, sometimes, public praise and non-cash awards are the motivators needed (2002).

Hold corporate outings when shifting from an environment in which employees work independently to one in which they work on teams, or in organizations in which people already work on teams, but are assigned to new ones. Examples of outings that address these purposes include kick-off events, employee activity days, bonding and communication events. In addition, teams might schedule mid-project outings to strengthen team communication, which might fade during the course of the project.

Top

Issues to Consider when Using this Intervention

To ensure that they’re successful, consider these issues when scheduling recognition events and corporate outings:

• Use recognition events and corporate outings as one part of larger recognition and team building programs. For instance, in addition to formal programs like recognition events, also take time to informally provide immediate feedback, and say thank you (Gardyn, 2004).
• As with most performance interventions, performance consultants must balance the goal of the intervention with the time and resources available to implement recognition events and outings, as both can consume much time and money (Messmer, 2004). For example, although sending employees of a non-profit organization to another country to attend an interpersonal skills workshop would be nice, that is often beyond the scope of the budget (and even if it were, would raise the suspicions of news organizations that monitor the austerity of nonprofit organizations). In such instances, organizations might still choose to offer the course, but schedule it for a shorter period of time (like a half-day) and in a conference room at the workplace, thus avoiding travel.
• When scheduling recognition events, provide clear criteria for being included. For example, if the event recognizes sales excellence, identify the specific sales targets that participants should achieve. If the event recognizes excellence in research and development, establish a nomination process and criteria for evaluating nominations. Establishing clear criteria not only promotes fairness and consistency, but ensures that those who are not included feel that they had an equal opportunity to participate in the recognition program, and understand why they were not recognized. Otherwise, although the recognition will motivate the people who are acknowledged, it will also de-motivate those who were not included because they felt summarily rejected.
• Consider the age, capabilities and interests of employees when determining the nature of the recognition event or outing. For example, if most of the workers are workers who are in their university years, attending an opera might not interest them.
• Determine how to prolong the benefit of the event. Generally, motivation levels increase for about two weeks after the event, then return to their original levels (Akerlind & Sadiq, 2003). However, organizations can take actions to prolong this effect, such as posting pictures from the event in an interactive work area (such as the kitchen) or on the website so that employees can view them and reminisce.
• Do not rely on recognition events and outings when turnover is increasing or when other major “relationship” problems exist in the workplace. They will not address the underlying problems. In such instances, organizations must identify what the underlying problems are, then take measures to address them (Messmer, 2004). For example, if management receives a lower than anticipated score on an employee satisfaction survey, a holiday party will not fix the issue. In fact, the event will seem gratuitous to employees and cause further dissatisfaction.
• Do not assume that merely holding an event motivates employees. Communicate with them to find out how employees perceive the event and what impact it has (if any) on their motivation levels and feeling of connection with other workers and the organization.
• Like perishable foods, recognition events have a shelf life. In some instances, an event that has worked in the past might stop providing the motivational benefits the organization has come to rely on. Monitor the success of events and, if signs indicate that it is no longer effective, consider how changing the type, timing, and purpose of the event might restore its benefit to the organization.

Top

Examples of this Intervention in Use

A leading market research company that operates in over 100 countries was one of the Top 50 Canadian Companies to Work For, according to the Globe and Mail Report on Business magazine. According to a Market Research Analyst at this company, one reason for the award is “They try to get all their employees involved in fun events outside of work to make sure they are happy” like “Town Halls” (2- hour meetings for all followed by a participatory activity), annual conferences (3-day team-building and learning events), recognition of “4C” award winners (people who have benefited clients, careers, colleagues and the company), summer fun days (like a sushi party) and holiday parties. The company evaluates the effectiveness of its recognition events and outings through confidential feedback forms. This employee finds an improved “general vibe” after corporate events, and observes that employees are happy and work harder.

A conservative Montreal-based investment firm uses corporate events to provide employees an opportunity to kick back and to have fun with their colleagues. According to a Junior Portfolio Manager, “We work in a high-stress environment dealing with managing clients’ assets so it’s nice to get together outside of work to have fun with our colleagues”. Among the events are end-of-quarter celebrations, which acknowledge hard work in a hectic time and take the form of “snow days” (winter activities that are enjoyed with coworkers such as ice skating and tobogganing), birthday celebrations, and cocktail hours. In hopes of prolonging the positive effects of these events, management puts up photos of the events on the website so employees can easily access them.

Top

References

Anonymous. Building a better work environment. Graphic Arts Monthly. November 2003. Retrieved on EbscoHost.

Akerlind, U. and Sadiq, S. Corporate special events: (2006.) A strategic tool in internal marketing to motivate and retain employees. 2003. Retrieved on Google Scholar December 2006.

Gardyn, R. (2006.) A show of appreciation. Chronicle of philanthropy. 17(1). Retrieved on EbscoHost December 2006.

Gavin, P. Clifford & Amrik, S. Sohal. (1998.) Developing self-directed work teams. Management decision. 36(2). Retrieved on Google Scholar December 2006.

Huff, C. (2006.) Recognition that resonates. Workforce management. 85(17). Retrieved on EbscoHost December 2006.

Messmer, M. Strategic finance. Montvale. January 2004. Vol. 85, Issue 7. Retrieved on Proquest December 2006.

Stolovitch, H. D., and Keeps, E. J. (2004). Training ain’t performance. Alexandria, VA: ASTD Press.

Wiscombe, Janet. (2002.) Rewards get results. Workforce. 81(4). Retrieved on EbscoHost December 2006.

http://www.kaleidoscope-events.co.uk/employee-motivation.htm

http://www.oxfordmotivation.co.uk/

http://en.wiktionary.org/wiki/event

Acknowledgements

I would like to extend my gratitude to my two interviewees who were cooperative and friendly by taking the time to have an interview and discussion with me about their experiences with this intervention. Their help is most appreciated.

Top

List of interventions