Modern employee recognition programs for ensuring high quality. E. Shubenkova. Recognition of merit and reward Creating an atmosphere of recognition of the merits of employees of the institution

There are the following main forms of recognition of merit in improving the activities of the organization:

material compensation;

monetary rewards;

public recognition of an individual;

public recognition of the group’s activities;

personal recognition from superiors.

Let's look at some features of their implementation.

Material compensation. The following types of material compensation can be distinguished: commissions, piecework wages, purchase of shares in the organization by workers and employees on preferential terms.

Programs for additional cash payments and profit sharing. Currently, most American and Japanese enterprises have implemented programs that provide additional cash payments. In Japan, many enterprises base their activities on the basis of additional payments to their employees twice a year: once before the summer holidays and a second time in the first half of December. Individual monetary rewards are an effective form of recognition of the merits and achievements of an individual or a small group of employees who effectively contribute to the accomplishment of the organization's objectives.

In enterprises where a profit distribution system operates, workers are distinguished by a creative approach; they begin to use terminology such as “profit”, “sales volume”, “competitiveness”, “production costs”, since they discover a direct relationship between their well-being and the well-being of the enterprise .

The rationalization system is designed for employees to submit written rationalization proposals to increase labor productivity, product quality and reduce costs. In this case, the Quality Council is responsible for evaluating proposals and determining the amount of additional payment to authors.

Public recognition of an individual. The most common forms of public recognition of the activities of an employee at any level are:

promotion;

location, dimensions and internal layout of the office;

specially designated parking areas;

trips to customer enterprises;

participation in meetings where activities are noted;

valuable gifts;

annual conferences at which the employee’s achievements are recognized;

personal articles published in the press;

notes on a bulletin board;

photographs of the employee on the poster;

certificates of honor, badges awarded in the presence of the employee’s colleagues;

provision of new equipment for operation, offer to participate in the implementation of advanced technology, etc.

Public recognition of the group's activities. Recognition gives a group of employees the opportunity to feel their special involvement in the success of the organization and feel the significance of their contribution to the common cause. The following are the forms of public recognition accepted throughout the world:

articles in the press about the achievements of a group of employees with photographs of all members of the group;

organizing departmental lunches in honor of employees who have made significant contributions to the success of the organization;

organizing family trips out of town;

providing information on achieved results for consideration by senior management;

holding meetings with senior management;

participation of the entire group of employees in technical conferences;

organization of a buffet meeting for the group at the expense of the organization;

signs on the doors of the department with the names of the group’s employees;

attending senior management team meetings where they express appreciation and gratitude for a job well done;

presentation of memorable souvenirs to all group members.

Personal recognition from superiors. Of all forms of recognition, this is the most important because it reflects the relationship between management and employee, which motivates the employee to give more and has a positive effect on his morale.

Commonly accepted forms of personal recognition of employees’ merits by management are:

expressing gratitude for a job well done immediately upon completion;

a letter sent to the employee’s home by the manager, expressing gratitude for the specific contribution of this employee to the successful activities of the organization;

expression of attitude in writing in certificates or reports prepared by employees, with gratitude for their content or presentation;

postcards sent to an employee’s home on the occasion of his birthday or work anniversary, expressing gratitude for his work in the organization.

« Recognizemerits » - to give great importance, to give due, to give justice, to give importance, to appreciate, to recognize merits, to appreciate, to reward.

Dictionary of Russian synonyms

Recognition of merit has existed as long as humanity has existed. In Russia it has a long history, let us remember the orders and medals of Tsarist Russia, not to mention the badges “Honorary Worker of the Cheka-GPU” or the title of “Shock Worker of Communist Labor.

But everything flows, everything changes, and the approach to building a system of recognition of merit also changes. It is increasingly becoming one of the most effective tools non-material motivation of employees. The focus of recognition programs is also changing. They are gradually shifting from periodic ones - such as the best salesperson, an honored employee (who has worked in the company for 10 years), to the area of ​​recognition of professional or personal achievements by colleagues online, using platforms similar to social networking platforms.

Recently, “Say Thank You” programs have become increasingly popular. Although the use of this program in Russia comes up against the habit of managers and colleagues to scold rather than praise. I myself have often encountered situations where, in order to say “Thank you” to someone, a person seemed to need to overcome an internal barrier.

Let me quote the head of Zappos Shannon Roy. “Most of the rewards programs at Zappos are not based on money. People love to receive recognition for their success, especially when it is sincere and comes from the heart. At Zappos, we try to come up with millions of ways to recognize people that are consistent with our core principle of “Do More with Less.” Regular bonuses are not the main promotion tool. In return, we constantly create new and unique shapes.”

The budget for merit recognition programs is usually ~1% of the salary, which, you see, cannot be considered financial motivation, the effect of these programs can be very noticeable.

In November 2012, SHRM conducted a global survey assessing the impact of recognition programs on business results such as customer satisfaction, profitability and employee productivity.

• 35% of respondents said customer satisfaction had increased.
• 30% said employee productivity has increased.
• 29% reported that profits increased.

What is changing in the approach to recognition programs?

The WorldatWork study “Trends in Employee Recognition 2011” presents the main trends in the development of recognition programs.

Recognition Program Trends

However, only half of the companies surveyed had a formalized and described recognition program.

New trends include peer recognition and programs that encourage employee behavior in accordance with corporate requirements. The reason for the popularity of these programs is the development of the Internet (including such means of internal communications as a corporate portal, social networks). The use of Internet technologies allows you to build them at minimal cost and quite effectively.

At the same time, the popularity of programs related to rewarding employees for not losing working time due to absences has decreased. Companies today are more focused on rewarding employee performance rather than their presence at work. As for the emergence of recognition programs associated with significant dates, I think this is more a reflection of the specifics of the sample than the real state of affairs.

Developing and maintaining corporate culture is one of the main goals of creating a recognition program, as follows from the SHRM study, the results of which are shown in the table below.

increasing staff engagement

support of corporate values

reduction in staff turnover

identifying high-performing and low-performing employees

identifying the most influential employees (leaders)

I wonder what business effect recognition programs are not their intended purpose, but nearly a third of respondents (see SHRM report) note their effectiveness.

I would like to draw special attention to the fact that any recognition program only works when it corresponds to the company’s corporate culture. When designing recognition programs, avoid falling into common pitfalls.

1. Link recognition program and strategy. A program will not be successful unless it is connected to strategy, based on the values ​​and goals of your company (I’m deliberately avoiding the word mission here).
2. Make her attractive. Don't make the mistake of setting unattainable goals for your employees, they should understand that they can get the reward they deserve and this opportunity should be equal for all departments and levels of employees.
3. Get feedback. Don't ignore this most important resource of yours. Survey employees before the program begins about their expectations and needs.
4. Measure results. The best programs have a direct impact on sales, productivity, turnover and employee satisfaction.

If you look at most merit recognition programs adopted in Russia, they are aimed at recognition past merits of the employee and are periodic (once a year, once a quarter). It is very important for employees to receive continuous feedback on their progress (and not only from a production point of view).

When building a recognition program, it is useful to consider the experience accumulated by other companies. Just don't try to stupidly copy it. Nothing good will come of this!

It’s interesting how the results of a 2012 survey by Bersin & Associate compare the complexity of implementation and the popularity of recognition programs. According to Bersin & Associate, one of the most popular and “simple” to implement is the “Say Thank You” program. However, a simple scan on the Russian-language Internet shows that this program is practically not used in Russia. Apparently this is due to the peculiarity of our managerial mentality.

One of the most interesting is the recognition program, based on principles similar to the construction of social networks. True, the implementation of such programs usually requires special software.

And now, a little about the essence of the program. Each employee receives a certain number of “bonus points” for a year (per quarter); the company identifies values ​​or patterns of behavior that can be encouraged by colleagues (for example, willingness to help colleagues from a related department) using points online. Any employee can assign a number of these points to colleagues of his choice in accordance with specified criteria. Then, the results are summed up at regular intervals (once a quarter, once a year). The best can be rewarded with prizes or special titles (for example, Guru in a certain area), something like this was once upon a time in website.

A special feature of the program is that on a special website you can see how many points (likes) your colleague scored and for what they scored online. In fact, you get a self-organizing continuous recognition system. It is very important to highlight clear recognition criteria (not like or dislike).

Another significant point is the linking of points to a monetary equivalent. In the first such systems there was no such link, but as practice shows, today most companies link points to a certain monetary equivalent. Typically, an employee has points worth from 5 to 50 dollars. In the future, the employee can either choose a gift for himself in accordance with the points he has accumulated, or the company rewards him with special prizes based on the points he has accumulated.

In general, all recognition programs can be divided into three categories:

1. Recognition of an employee’s merits by his manager (and we are all already accustomed to this).
2. Recognition of the employee’s merits by colleagues and clients (this almost never happens in our country).
3. Recognition of the manager’s merits by his employees (this occurs often, but there are questions about the sincerity of such recognition).

Which program should I choose? To do this, you need to answer simple (and at the same time complex questions):

• What are the goals of a recognition program?
• How does your recognition program help achieve business goals?
• What employee behaviors can accelerate the achievement of your business goals?
• How can a recognition program strengthen your organizational culture?
• How does it relate to your talent management system?
• How will you ensure program transparency?

Instead of a conclusion. A scene from real life - it’s been a year since one of the companies had a Board of Honor. Every block you can see a scene from her. An employee (age from 25 to 35) “hanging” on the Honor Board asks a colleague to take a photo of himself in front of his photo. When asked why, he answers - to show his parents.....

Photo:pixabay.com

In today's competitive business climate, more and more company owners are trying to improve the quality of their products, while reducing their costs.

Meanwhile, the economy has led to fierce competition in the labor market. So, while small businesses want to get the most out of their employees, their employees want to get the most out of their employer. Employee recognition and reward programs are one of the ways to motivate the workforce and help meet the needs of both employees and business owners.

Remuneration v.s. Confession

Although these terms are often considered synonymous, reward and recognition systems should be considered separately. Employee benefit systems refer to programs implemented by a company to reward performance and motivate employees at the individual and/or group level. They, as a rule, come separately from the salary, but can also be of a monetary nature. Previously, these systems were considered the prerogative of large companies, but now they are also used by small businesses as a tool to attract top employees, as well as to increase labor productivity.

As noted, although employee recognition programs are often combined with reward programs, they have different purposes. For example, the former are designed to provide psychological rewards, while the latter are intended to provide financial rewards. And this distinction must always be kept in mind, especially for small business owners who are interested in motivating their staff without spending a lot of money.

The difference between remuneration and merit payments

When creating a compensation program, small business owners must separate it from their compensation system. Financial rewards, especially those provided on a regular basis (bonuses, percentage of profits, etc.), should be tied to employee achievements. In this way, the organization's management makes it clear that the award highlights the employee's excellence or achievement.

Merit pay increases, however, are not part of the employee compensation system. It cannot be called motivational, because the difference between a good and an average employee is relatively small. Because of this “surcharge,” the company’s costs are constantly increasing, unlike bonuses that need to be “earned” throughout the year. Finally, in a small business, teamwork is a critical element to success. Longevity pay is given as a “given”, without adequate consideration of the individual's performance in the context of the group or business.

Creating a Reward Program

Here are the main keys to creating a rewards program:

1. Determine the company or group goals that the reward program will support.

2. Defining desired performance or behavior that reinforces the company's goals.

3. Identifying key performance or behavior measurements based on the previous achievements of the individual or group.

4. Determination of appropriate remuneration.

5. Communicating the program to employees.

In order to gain productivity gains, the entrepreneur who creates the reward program must identify the company/group goals that need to be achieved, as well as the behaviors and performance that can contribute to them. Although it may seem obvious, organizations often make the mistake of rewarding behavior or achievements that are irrelevant to or even sabotage the company's goals. If teamwork is a business goal, rewarding people who improve their performance on their own or at the expense of others makes no sense. Likewise, if you are fighting for the quality of your work, there is no point in rewarding it. quantity.

Proper performance measurement ensures that the program pays for itself in terms of business goals. Because rewards have a real cost in terms of time and money, small business owners should ensure that productivity has actually increased before rewarding it. And this often requires additional measurements beyond financial metrics: reduced defects, increased number of happy customers, faster delivery, etc.

When developing a reward program, the entrepreneur must take into account how well the rewards correspond to the results obtained. For example, if an employee managed to save the company 10 thousand dollars, this is one reward, but for excellent attendance - a completely different one. It is also important to reward both individual and group achievements in order to develop initiative and cooperation among employees.

Finally, for a reward program to be successful, it is necessary to take into account the characteristics of each employee. Each person has their own motivation, and you should be aware of it. Communicate with your employees and keep them updated on changes to this system.

Types of reward systems

There are a number of different reward programs available that focus on both individual and team performance.

1. Variable salary. Variable pay or performance-based pay is a compensation program where part of a person's salary remains in doubt. Variable pay can be tied to company performance, group results, personal achievements, or a combination of these. It can take various forms, including bonus programs, promotions, and one-time bonuses for special achievements. Some companies pay their employees lower salaries than their competitors, but offer various reward programs in return. But if your requirements are too high, then these programs will simply be ignored.

2. Awards/bonuses. Rewards programs have been used in American businesses for some time. They tend to reward individual achievements and are often used in sales organizations to encourage agents to improve their performance. Bonuses can also be used to reward the achievements of the entire group. In fact, many businesses today have moved from individual bonus programs to ones that reward contributions to corporate performance at the group, department or entire organization level.

According to some experts, small businesses interested in long-term benefits should consider another type of reward. Bonuses/prizes are short-term motivations. The employee receives remuneration for the previous year, and not for future achievements. In addition, these programs must be carefully structured to ensure that they reward those achievements of an individual or group that fall outside the scope of his or her core functions. Otherwise, they may be perceived as a regular salary bonus rather than a reward for outstanding performance. Proponents, however, argue that bonuses are a perfectly legitimate means of rewarding outstanding performance, and they argue that such compensation can actually be a powerful tool for promoting future top-level efforts.

Profit sharing

Profit sharing can be called a system in which a share of the net profit received over a certain period is distributed among the employees of an organization. This type of compensation can come in the form of real money or through contributions to employee 401(k) plans. The benefit to an organization that offers this type of compensation is that it can keep fixed costs low.

Profit sharing is rewarding employees for their contributions to achieving company goals. This ensures that employees stay put because they need to work for the organization for several years before receiving any money. Although, on the other hand, profit sharing cannot properly motivate people if everyone still gets their share. But this can be countered by team spirit (everyone unites to get this profit), especially if it comes from employees, and not just from management propaganda.

Stock option

Today, stock options are becoming an increasingly popular method of rewarding line managers and other employees. Thus, they receive the right to buy a certain number of shares at a fixed price for a certain period of time (usually about ten years).

Like profit-sharing plans, stock options act as long-term motivators. If an employee has worked for a company for a certain period (usually about 4 years), then he becomes a participant in this program. If a person leaves the company before receiving the rights to purchase shares, then he automatically loses this opportunity. After purchasing shares, the employee can either keep them or sell them in the market.

Additional shares are a risk for both the company and any employee. If the option's exercise price is higher than the market price of the stock, the employee's option is worth nothing. When employees exercise an option, the company is required to issue a new block of shares, which will be listed on the stock exchange. A company's market capitalization grows because of the market value of the shares, not the strike price at which the employee buys it. When a lot of a company's shares are outstanding, then the company's earnings may decrease. To avoid this, the organization's profits must increase at the same rate as the number of shares outstanding increases. Otherwise, the company must repurchase shares on the open market to reduce the number of shares outstanding.

Group reward systems

As more small businesses use team structures to achieve their goals, many entrepreneurs are looking for ways to reward collaboration between departments and individuals. Bonuses, profit sharing, stock options - all of these can be used to reward the achievements of teams and groups. Team reward systems are based on measuring team performance. But these systems tend to reward underperformers alongside their higher-performing peers. An individual performance reward program can help here by also providing additional incentives for employees.

Recognition programs

Most employees would probably appreciate a cash bonus for a job well done, but many people simply want recognition for their hard work.

“Money is no longer the main motivator,” writes Patricia Odell for Promo. She cites data from the Forum for People Performance Management and Measurement that shows that non-cash rewards are more effective in terms of motivation (the exception is rewards for increasing sales). “Research has shown,” writes Odell, “that non-cash reward programs will work better than cash in ways such as strengthening organizational values ​​and culture, improving teamwork, increasing customer satisfaction, and motivating certain behaviors.”

To create an effective employee recognition program, small business owners must separate it from the rewards program. In this way, we get an emphasis on recognizing the achievements of employees. Although recognition may have a monetary value (eg, lunch, gift certificates), it does not involve “pure” money.

Reward has an element of synchronization: the achievement should be noted while it is still fresh in memory. If high performance continues to be pleasing to the eye, then it should be rewarded often. Additionally, like reward, the method of recognition should be consistent with the achievement. Managers should also remain flexible in their recognition methods, as each employee has different motivations. Finally, people must be clear about the behavior or action that is being rewarded.

Recognition can take many forms. Structured programs may include regular employee recognition events such as banquets or breakfasts, employee of the month/year awards, annual employee achievement reports, and various honor rolls. Informal or spontaneous recognition may take the form of perks such as working from home, an extended lunch break, or a shift in schedule. A job well done can also be rewarded by empowering the employee. Symbolic recognition, in the form of a name tag or mug, can also be effective as long as it reflects genuine appreciation for hard work. These final expressions of gratitude, however, are much more likely to be received positively if they come from a small business owner with limited financial resources. But if such forms of recognition come from the owners of thriving enterprises, then most likely, employees will not appreciate them.

I completely agree with the author of the article, motivation for employees should be present in any organization, whether it is a state enterprise or a private business. Any employee will fulfill the goal set for him a hundred times better, knowing that encouragement is expected for his work, this could be a cash bonus or additional days off. Nowadays, it is extremely rare when management rewards their employees for a job well done; they believe that the salary is quite enough, and this is their big mistake. That is why these days, both small and large enterprises close so often and quickly. And all because the management saves not only on materials and raw materials, but also on their own subordinates, because half the success is an excellent and professional team that is stimulated and encouraged.

Companies faced with a similar problem initially try to solve this issue through administrative decisions, i.e. “we ourselves know what they want.” But after a certain time it becomes obvious that this scheme clearly does not work. An employee often receives something that is outside the scope of his motivational interests. Sometimes there is psychological rejection: “You give me something without asking me first.” Therefore, most companies, “getting their chops” at this stage, begin to ask questions to the employees themselves: “what types of recognition and rewards” do they want. And here comes the problem of creating a list of rewards. In addition to purely informational limitations (completeness of the list), it is necessary to follow the remuneration methodology during selection, namely, it must be honest and sincere, open in its principles to all personnel, and implemented as quickly as possible, after the fact of the possibility of remuneration.

We decided to contact our clients in different countries of the world in order to create a generalized list of the most commonly used rewards. After receiving approximately 130 responses, we analyzed a number of publications from the American Association of Compensation Professionals. We were interested not so much in the types of remuneration (we received a fairly complete picture in the responses of our clients), but in the principles of classification of remuneration. Based on the study of various classifications, we provide in this article a list of employee rewards and recognition. We tried to remove from the list some types of rewards that clearly will not work due to the peculiarities of the business culture of the CIS countries. It is possible that the published list contains types of rewards that will make you smile, “they say, this is all purely American.” Take your time, the aspirations of employees are an international phenomenon, and what seems extravagant to the reader, since it has not been used before, may, some time after implementation, become a natural means of recognizing the employee’s merits. The list itself is compiled in such a way that it can be easily processed into a questionnaire for subsequent distribution to employees. The classification groups of the list can subsequently be used to analyze the corporate culture of the company to identify motivational priorities in the context of personnel groups, gender, age, education, etc.

Widespread Rewards

• Bonuses, profit sharing system, ownership of various types of company securities
• Placing various records of the employee's achievements in his personal file
• Verbal thanks
• Gift certificates (certificates that allow an employee to purchase goods in stores for a certain amount, visit theaters, cinemas, etc. for free within the limits of the amount of this certificate)
• Additional training at the expense of the employer for a higher paying job
• Title “Best Employee of the Month”
• Sending to a seminar, conference outside the city where the company is located on a topic of interest to the employee himself
• Certificates for lunch with family members or friends in the best restaurants in the city
• Issuing a special memorandum distributed throughout the company expressing gratitude to the employee on behalf of management
• Granting greater powers
• Flexible working hours

Highly visible rewards

• An engraved plate with the employee's name or a trophy of honor
• Providing a special place to park your car
• High quality stationery, transferred from one best employee of a given period to another on a monthly or weekly basis
• Higher quality decorative finishes or workplace equipment for the best employees
• Mentioning their name on a product, service or equipment as the creators of improvements or top performers
• Placing a photograph in a corporate newspaper or information sheet
• There is also a special publication about the employee and his achievements
• Group remuneration (used not only in production, but also when rewarding administrative and management personnel, but this requires dividing the latter into teams and work groups, which is only possible if there are homogeneous jobs)
• Notice board with lists of those who consistently meet their goals
• T-shirt, shirt, mug, etc. with a special mark (for example, “best employee”)
• Priority when planning work and rest time schedules
• Establishment of special places for placing information, letters, photographs, etc. thanking employees and showing their achievements
• Attendance by senior managers of internal departmental meetings where employees are remunerated
• Posting customer thank you notes so that everyone can see them
• Priorities in obtaining new equipment and tools
• Publishing booklets about the company based on the results of its work, including photographs, interviews with the best of the best
• Isolating good employees from a system of constant monitoring of their work
• Encouraging horizontal transfers of good employees
• Allowing employees to represent you in your absence
• Providing the opportunity for periodic reporting on project results at a level higher than yours
• Rewards for length of service in the company (direct material rewards, gifts, gala evenings)

Rewards that show your support as a leader of your employees

• Material rewards aimed at the interests of the employee’s family
• Identification of nominees for competitions within the company for special projects and areas
• Lunch of the best employees with company executives (“Lunch with the President”)
• Ceremonial farewell on the last day of good employees leaving the company for another job

Atypical types of rewards

• An album or video tape describing an employee’s workplace, where the employee himself is the main character
• Start of vacation earlier than scheduled
• A charitable donation on behalf of the employee, covered by the company, in an area of ​​the employee's choice
• Additional rest time
• Subscription to expensive magazines, payment for membership in clubs or associations of the employee’s choice
• Gifts to employees based on specific interests
• Naming part of buildings or individual premises after the best employee
• Introduction to employee-specific exception policies and procedures

We are really aware that this list may not be exhaustive. Additions and modifications are possible. Our goal was to provide a guideline for creating a remuneration system that is a logical complement to the basic salary and basic bonus system.

There are the following main forms of recognition of merit in improving the activities of the organization:

Material compensation;

Cash rewards;

Public recognition of an individual;

Public recognition of the group’s activities;

Personal recognition from superiors.

Let's look at some features of their implementation.

Material compensation. The following types of material compensation can be distinguished: commissions, piecework wages, purchase of shares in the organization by workers and employees on preferential terms.

Programs for additional cash payments and profit sharing. Currently, most American and Japanese enterprises have implemented programs that provide additional cash payments. In Japan, many enterprises base their activities on the basis of additional payments to their employees twice a year: once before the summer holidays and a second time in the first half of December. Individual monetary rewards are an effective form of recognition of the merits and achievements of an individual or a small group of employees who effectively contribute to the accomplishment of the organization's objectives.

In enterprises where a profit distribution system operates, workers are distinguished by a creative approach; they begin to use terminology such as “profit”, “sales volume”, “competitiveness”, “production costs”, since they discover a direct relationship between their well-being and the well-being of the enterprise .

The rationalization system is designed for employees to submit written rationalization proposals to increase labor productivity, product quality and reduce costs. In this case, the Quality Council is responsible for evaluating proposals and determining the amount of additional payment to authors.

Public recognition of an individual. The most common forms of public recognition of the activities of an employee at any level are:

Promotion;

Location, dimensions and internal layout of the office;

Specially designated parking areas;

Trips to customer enterprises;

Participation in meetings where activities are noted;

Valuable gifts;

Annual conferences at which the employee’s achievements are recognized;

Personal articles published in the press;

Notes on a bulletin board;

Photos of the employee on the poster;

Certificates of honor, badges awarded in the presence of the employee’s colleagues;

Providing new equipment for operation, offering to participate in the implementation of advanced technology, etc.

Public recognition of the group's activities. Recognition gives a group of employees the opportunity to feel their special involvement in the success of the organization and feel the significance of their contribution to the common cause. The following are the forms of public recognition accepted throughout the world:

Articles in the press about the achievements of a group of employees with photographs of all members of the group;

Organizing department-wide lunches in honor of employees who have made a significant contribution to the success of the organization;

Organization of family trips out of town;

Providing information on achieved results for consideration by senior management;

Conducting meetings with senior management;

Participation of the entire group of employees in technical conferences;

Organization of a buffet meeting for the group at the expense of the organization;

Signs on the doors of the department with the names of the group’s employees;

Attendance at senior management team meetings during which they express appreciation and gratitude for a job well done;

Presentation of memorable souvenirs to all group members.

Personal recognition from superiors. Of all forms of recognition, this is the most important because it reflects the relationship between management and employee, which motivates the employee to give more and has a positive effect on his morale.

Commonly accepted forms of personal recognition of employees’ merits by management are:

Expressing gratitude for a job well done immediately upon completion;

A letter sent to the employee’s home by the manager, expressing gratitude for the specific contribution of this employee to the successful activities of the organization;

Expressing attitudes in writing in certificates or reports prepared by employees, with gratitude for their content or presentation;

Postcards sent to an employee’s home on the occasion of his birthday or work anniversary, expressing gratitude for his work in the organization.