Recognizing excellent performance is the foundation for a high-performing organization. What is recognized (or not recognized) determines, in large part, how employees behave. How employees behave directly affects perceptions of service and quality, and that impacts patient loyalty. With so much riding on recognition of excellent performance, organizations need to recommit and refocus their efforts so that they are promoting a high-performing, quality-focused workforce.
The question “Excellent performance is recognized here” is the No. 1 opportunity on Press Ganey’s 2009 National Employee Partnership Opportunity Index. It has moved up from sixth place in 2008 and has replaced two long-standing questions that address participation in decisions as the top opportunity. Employees are looking for and expecting formal and informal recognition for excellent performance, including performance reviews. They want their organization to consistently recognize and reward the behaviors, skills and actions it says exemplify excellent performance. Health leaders thought that they were doing that. Survey results say they aren’t, so why the disconnect in employees’ perception?
Many times our definitions of excellent performance are filled with abstractions and vague statements. Take a look at your employee performance appraisal document. Does it contain behavioral examples and SMART (Specific, Measureable, Achievable, Relevant and Time bound) goals? I realize it is very difficult to remove all broad descriptions of great performance because every possible behavior can’t be included. However, agreed-upon behavioral examples make excellent performance very clear to both you and your employee. Consider that if excellent performance can’t be clearly defined, it also can’t be displayed on a regular basis. It becomes a “hit or miss,” “luck of the draw” activity, and that is not motivating to employees, nor does it enhance job satisfaction and engagement.
Once excellent performance is defined, make sure you are rewarding and recognizing the desired behaviors. That means not only is there a reward for displaying the behavior, there is also a consequence for not displaying the behavior. Many times the desired behavior is inadvertently punishing (heap more work on the most productive employee), rewards undesired performance (employees who solve problems on their own get little or no recognition, employees who complain constantly get their manager to solve problems), or has no consequence at all (nothing happens if I do it, nothing happens if I don’t do it).
Finally, look for regular opportunities to reward and recognize excellent performance. Evaluating employees once a year during a performance appraisal is not adequate. Managers need to be present to observe employees in action. It is during these informal encounters and observations that a manager/leader can reinforce excellent performance or coach for excellent performance.
Recognizing excellent performance can be a full program with a variety of prizes and formal events. But don’t think that is the only way to recognize these outstanding employee behaviors. A genuine “Thank you for (list specific behavior here)” from a manager is one of the most powerful actions for ensuring excellent performance is recognized and more importantly, repeated.
Read Lisa’s
full profile.