I spoke last week at the annual conference of
Recognition
Professionals International, held in
Newport Beach. To be perfectly blunt, when we
booked the speech nearly a year ago, I wondered if
this might be a gathering of folks who blow up the
balloons at departmental birthday parties, and flip the
burgers at the company picnic - a lightweight affair if
you will. In a word, I was wrong, way wrong. Rather,
this is a serious, business-minded crowd, committed
to leveraging the power of purpose-driven recognition
and rewards to improve business outcomes. The
audience was a mix of practitioners (those who
manage from within the recognition programs of an
organization), and vendors, who provide a realm of
recognition solutions as wide as the imagination can
conjure.
My bet is that these folks will have the wind at their
back for the foreseeable future. For one thing, it
seems likely that an ailing economy will cause many
organizations to "lean down" their spending in the
traditional comp and benefits areas for a while. We
will be more reticent than usual to add to the fixed cost
structure. With growing acceptance of the notion that a
focused, fired up workforce really does lead to
improved outcomes, we will, however, likely see
enhanced focus on performance-based recognition
and reward programs.
In his May 2 quote of the
day, business guru Tom Peters seemed to
agree. "The simple act of paying positive attention to
people has a great deal to do with productivity." Hence,
I predict something of a coming out party for this group
of professionals.
The 2nd reason for the increasing stature this
profession is experiencing is the growing realization
that, as potent a tool as recognition and rewards can
be, their effect is vastly diluted unless administered on
a customized, highly personalized level. In other
words, we're beginning to realize that one size really
does just fit one, and thus, people are best recognized
in the manner, frequency, and currency of their
choosing. The blizzard of combinations and
permutations associated with doing this for a
workforce of any size suggests that most
organizations will want to bring in the professionals,
ergo RPI Executive Director Christi Gibson and
company should find themselves in greater demand
than ever.
There is another reason these folks should thrive,
however, and it has less to do with market forces than
it does with plain old service. Partner, Richard Hadden
and I speak at a lot of association conferences, and I
dare say I've not run into another association where
the Executive Director and the board are as involved
and service conscious as these folks. Throughout the
conference, Christi was constantly touching base to
ensure that needs were being attended to, and when
they weren't she saw to it that the matter was
addressed, jumping personally into the breach if need
be. As a case in point, when the on-hand supply of
books at my book signing was depleted, she took my
guest room key and personally schlepped a case of
books from my room to the exhibit hall. Experience
suggests that detail conscious, service-centric
behavior of this sort is usually well rewarded.
While at the conference, I had a flashback to a time
when I received a five-year service award with a
previous employer. One afternoon as my boss
finished chewing my tail for something I've long since
forgotten, he casually tossed me a plastic box
containing my service award pin. As the little box arced
through the air, he offhandedly said, "Here, I'm
supposed to give you this." On my way out of his office,
as I passed his administrative assistant, I slam
dunked the little gold pin into her trash can, silently
vowing not to be there to receive another such award. I
wasn't.
I bring up that episode because it has everything to do
with discretionary effort, or what we call Oomph.
Recognition and rewards are vital to a person's daily
decisions whether or not to go the extra mile. But they
have to be genuine. A thoughtless act by a manager
(at any level) can negate an otherwise potentially
powerful process and completely turn a person off. I
know, it happened to me.