Informal Recognition

In addition to the annual university-wide event, all managers are encouraged to maintain a culture of recognition and appreciation at the unit level.  Managers are encouraged to establish clear expectations of performance with measures such as:  

• A clear description of the work to be accomplished
• Details on how performance will be measured (quantity, cost, timeliness)
• An indication of the expected level of success

Employees want to excel at their work and appreciate being recognized for their efforts and accomplishments. Recognition meets the needs of your employees. Studies have found that most people want/need these things from work: 

• A supportive boss
• The opportunity to learn, grow, and become proficient
• To be respected and treated fairly
• Clear expectations and honest feedback
• To be proud of the department and to be recognized for accomplishments

Employees should be recognized at the Department level for:

• Supporting a university value or priority
• Contributing to improving a system or process
• Serving as a positive role model by helping others be successful
• Doing the right thing in a stressful or crisis situation
• Demonstrating excellence in their daily work
• Presenting great ideas for improvement
• Supporting a recognition culture through their daily actions and words
• Modeling things that you want to see more of: good customer service, teamwork, collaboration, attainment of new skills, etc.

Recognition at the Department level should be:

• Presented in a manner that is genuine and authentic to the presenter
• Personalized to the receiver – one type of recognition does not meet the needs of all people.  Ask your team individually how they want to be recognized.
• Completely positive.  Recognize and celebrate progress and small wins.  Don’t cloud the process with recognition followed by . . .  you can do better!
• Specific to the behavior that is being recognized
• Timely.  Recognition should be given soon after the effort or event to clearly make the connection between the effort and recognition.
• Concentrate on the right things.  You will get more of what you recognize as outstanding or valued actions.  Recognition teaches “what is important around here”.
• Fun! Celebrate individual and department/unit accomplishments

High performing teams are made up of high relating people who really care about each other and the success of the department.  Employee recognition and appreciation engenders a sense of togetherness and teamwork which connects people to each other in a pursuit of important common goals.  Regular expression of appreciation leads to job satisfaction, increased confidence, improved morale, and higher productivity. There are many informal ways to thank people for their efforts and accomplishments. 

Attributes, Behaviors, and Competencies of Effective Teams

The following list is just a sample of the attributes, behaviors, and competencies of effective teams:

• Clear goals and people know what is expected of them in terms of quantity, quality, timelines and tone.
• There is an expectation of excellence based on: mutual trust, respect, effective communication and accountability.
• They deal with conflict effectively.
• They don’t allow poor behavior to continue.
• Leaders demonstrate by word and action that they respect the job and the people (teach, mentor, inspire, recognize).
• They invest in the development of the team.
• They understand that the work they do is important and they derive meaning and fulfillment from the work.
• Leaders focus more on what is right and express gratitude and appreciation regularly.
• High performing teams come from high relating people.
• Leaders model desired behavior – consistently.
• People help each other be better through support, encouragement and sharing.
• They avoid destructive behaviors such as blaming, gossip and power struggles.
• They work as a team, respectful of the experience and talent of others.
• They operate as though each job has potential to lead to great things.