Monday, June 27, 2011

Why employee recognition schemes fail - Part 3: The selection process

In Simpsons episode Brother Can You Spare Two Dimes Mr.Burns awards Homer  the "First Annual Montgomery Burns Award for Outstanding Achievement in the Field of Excellence" and a US$2,000 prize in exchange for a legal waiver against any claim for his radiation induced sterility.

In most Employee Recognition Schemes there is a complete lack of transparency and no-one knows whether the selection of the winners is a matter of legitimately recognising excellence or whether it is more a matter of quid pro quo. (It isn't just Employee Recognition Schemes by the way: the same doubts concern honors lists and knighthoods in Commonwealth countries and comparable awards in other countries.)

This lack of transparency is even more problematic in organisations where there is not a lot of trust to begin with. And it is further multiplied when there is management involvement or interference in the selection process (as described in a previous post.) And the fact that guidelines as to how the winners will be chosen are not made publicly available just raises more suspicions.

Then there are issues with things such as suspected quotas ("Last year we gave it to someone from that Division so we can't give it to someone from that Division this year") or the fact a person may win who everyone knows (apart apparently from the selection committee) causes more problems to the organization than they solve.

And the perception that the selection process is unfair and biased simply leads to disgruntlement and disengagement from the process.

The take home message from this is that where there is no trust to begin with a recognition scheme that is not open and transparent will simply serve to increase distrust and cynicism.

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