The following excerpt was shamelessly stolen from a Blog
entitled “What is Paul Thinking?’,
The blog is written by Paul Hebert, a friend and one I
truly admire for his knowledge of how to employe incentives and recognition to
motivate employee performance. He also
has a knack for telling it like it is and hitting the nail on the head about
subjects such as this. He tells folks what they should hear but rarely do, as
experts in those fields would rather tiptoe around the subjects for fear of
losing potential sales.
The article was posted 5-4-17 and was titled, “New
Research: Employees Work Harder When They Are Almost Starving” It should be very meaningful to anyone who is involved with
employee engagement and recognition.
“How many posts have you read about proving the ROI of
engagement programs? How many articles, posts, tweets talk about how to show
senior management the “financial value of engagement.” Too many.
Because, if you’re looking for business rationale to
recognize people in your organization, you’re doing it wrong.
If you have to sell your senior manager on the ROI of
engaging with your employees your CEO sucks. If your leadership team doesn’t
have time to recognize and validate the work your employees are doing you now
have evidence they only do their job for the money. Period.
For them, engagement and recognition efforts are simply
variables in an equation that gets them mo’ money, mo’ money, mo’ money. Again.
Period.
Granted – there are limits to what any company can do to
support and engage employees. But those limits get a bit blurry when you can’t
prove the ROI on better employee support but for some reason the car allowances
for all your executives don’t have the same scrutiny applied. What is the ROI
on all those perqs you spread like peanut butter across everyone on mahogany
row? How can you say THAT is
important, but training for managers on how engagement works isn’t?
I know I’m being facetious to prove a point. Of course
you need to plan the expense of engagement and recognition. Of course you have
to put some boundaries around this. But when you don’t require the same due
diligence for executive perqs and other questionable business expenses you are
simply being thick. And a bit callous and a bit disconnected. And just a lousy
manager.
Don’t be that guy or gal. Be a good manager. Do engagement. Do
recognition. Do employee support. Don’t worry about the ROI – worry about ROH – return on humanity.
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