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Employee recognition especially in a down economy can be an effective and inexpensive morale-booster. 对雇员的赞赏尤其是在下滑的经济条件下可以成为一种有效而廉价的士气助推器。

PANIES EMBRACE PRAISE

The human desire for recognition starts early. Watch a third-grader beam at the gold star on a spelling paper, or a high-schooler triumphantly1 clutch a sports trophy2。

In the workplace, that recognition takes many forms. Sometimes its a quiet thank you, other times a bonus or a public award. Either way, it is a gesture that employers ignore at their peril3。

So important is recognition that employee-appreciation programs are turning into a veritable industry, with national and even international anizations helping firms reward workers for a job well done。

panies spend more than $1 billion annually on employee service awards, according to★ the Promotional Products Association International4. Dozens of firms, large and small, even employ a manager to handle corporate recognition. At Cargill Inc., the title is chief recognition officer. At Intel, it is corporate recognition manager. Business books feature titles such as Hug Your People and The Power of Appreciation in Business.

If everyone was treated with respect and courtesy5 from the beginning, we wouldnt need this industry, says Christi Gibson, executive director of Recognition Professionals International in Naperville, Ill. She notes that in a survey of 10,000 employees from Fortune 1,000 panies, a lack of recognition was a major reason for leing a job。

Roy Saunderson, president of the Recognition Management Institute in London, Ontario, finds impersonalization in the workplace. Managers are walking by and not acknowledging employees or saying their name, he says。

Determined not to fit in that category, Dion McInnis takes what he calls a morning walkaround through his department at the University of Houston-Clear Lake. It gives him an opportunity to visit briefly with each person, offering anything from a simple hello to a question about work to a chat about what is going on in their lives. It reminds them that I appreciate who they are, says Mr. McInnis, an associate vice president handling fundraising and relationship-building。

In addition to his daily walkaround, McInnis takes his staff to a nearby ice cream shop several times a year. On annual reviews, he states his appreciation for each persons work. He also uses meetings and e-mails to offer personalized thank-yous。

According to WorldatWork6, three-quarters of US panies give tangible rewards such as certificates and plaques, 60 percent give cash, and half give gift certificates。

Some recent examples:

At a medical practice in Austin, Texas, gestures of thanks include quarterly panywide activities such as bowling night or a night at the ball park。

The entire staff at MMI Associates, a marketing firm in Raleigh, N.C., spent a recent weekend at a local spa。

Last month at Dean College in Franklin, Mass., senior managers surprised the staff with a visit from a local ice cream vendor to thank them for their hard work during a student orientation session. The school also has a formal recognition program, along with employee awards。

Yet deciding how to honor individual workers can be challenging. There are now four generations in the workforce, ranging from the silent generation of World War II to Millennials7 in their 20s。

Recognizing everyone in the same way is not going to work, Ms. Gibson says. Some people love to be recognized in an awards gala in front of the whole pany. If you did that to someone who doesnt like to be in front of a crowd, that would be worse than firing them. To oid jealousy among workers, panies must give awards on the basis of specific behiors and achievements. It cant be a popularity contest, she says。

Baby boomers like to be pampered. As they retire, Gibson says, Employers he to start thinking of how theyre going to recognize them.

Managers sometimes plain that Millennials need immediate reinforcement. Its a generation that grew up being lished8 with praise from Mom and Dad, and some he the same kind of expectation at work, Mr. Saunderson says. They want to hear praise on a more frequent basis.

Whatever the generation, gratitude has a powerful effect. Its really an ego booster when our employer takes the time to praise us with a simple Attaboy9 or Your work is great, says Josh Bunch, assistant creative director at Brainstorm Marketing in Des Moines, Iowa. Other rewards at the firm include movie tickets, a paid day off on a birthday, and a trip to Kansas City in appreciation for a project。

Whether recognition is formal or informal, it must be aligned with an anizations culture and values its mission and vision, Saunderson says。

Sometimes people get caught up in thinking that recognition has to be things, he says. It can be. But it can be just respecting people, looking at what their ambitions and career aspirations10 are, and understanding their personal and family lives.

A year ago, Saundersons son had a car accident. My boss said, Roy, dont even think about work. To he that kind of support meant the world to me. In an indirect way, that was recognition.

Making employees feel valued also increases productivity and profitability, Gibson says. Satisfied workers produce satisfied customers and a stronger bottom line. That also reduces costly turnover。

Noting the power of appreciation and praise, Michal Ann Strahilevitz, a marketing professor at Golden Gate University in San Francisco, says, Taking the time out to say great job does not cost anything but a few moments of ones time. So many managers go out of their way to let employees know what they are doing wrong. Yet appreciation most definitely affects morale11. In a down economy, praise is a great tool for improving morale without spending a fortune.

公司拥抱赞扬

人类对赞赏的渴求早已有之。看，一位三年级小学生对着拼写本上的金色五星微笑，或是一位中学生紧握体育奖杯得意洋洋。

在工作场合，那种赞赏表现为多种形式。有时是一句轻声的谢谢你，有时是发给奖金或者公开奖励。总之，雇主们忽略这种表示是很危险的。

赞赏是如此重要以致于员工赞赏计划正逐渐变成一种真正的产业，与国内甚至国际的一些组织一起帮助公司奖励那些工作出色的员工。

根据国际促销协会统计，各公司每年要花费超过十亿美元作为员工服务奖励。很多公司，无论大小，甚至都专门聘用一位经理来处理企业认同事务。在卡吉尔公司，这个头衔叫做首席认同官。在英特尔公司，叫做企业认同经理。商业书籍多以此特征命名，例如《拥抱你的员工》和《商业中赞赏的力量》。

如果大家从一开始就受到尊敬或以礼相待，那么我们就不需要这种产业。美国伊利诺伊州内珀维尔市国际赞赏专业部的执行董事克里斯蒂吉布森说。她指出在对财富1000强公司中的10,000名员工调查中发现，缺乏赞赏是导致员工离职的一个主要原因。

安大略省伦敦市赞赏管理协会主席罗伊桑德森发现了工作场合中的非人格化现象。他说：公司经理在车间走过，不认识员工或者叫不出员工的名字。

下决心不发生此类情况，狄翁麦金尼斯每天都坚持在休斯顿克利尔莱克大学他主管的部门里晨巡。这给他提供了短暂看望每一位员工的机会，从简单问候到工作情况的问询以及有关生活状况的闲聊。负责募资及公关的助理副总裁麦金尼斯先生说：这提醒他们我很赏识他们。

除了每天的晨巡，麦金尼斯每年还带他的员工到附近的冰淇淋店小聚几次。在年度总结会上，他都陈述对每位员工工作的肯定。他也通过开会或电子邮件的形式表达个性化的谢谢。

根据世界薪酬协会统计，3/4的美国公司给予员工证书或奖章等有形奖励，60%的公司给予员工现金，半数公司给予员工礼券。

以下是一些近期的实例：

在德克萨斯奥斯汀的一家医疗实践公司，感谢的表示涵盖整个公司范围的季度活动，例如保龄之夜和棒球之夜等。

位于北卡罗来纳州罗利市的一家营销企业MMI公司的全体职员在当地的温泉疗养胜地度过了最近的一个周末。

上个月马萨诸塞州富兰克林狄恩学院的高管在一次招生推介会期间带着购于当地的冰淇淋看望手下员工感谢他们的辛勤工作，从而使他们惊喜万分。这所学校同样也有正式的赞赏计划及员工奖励制度。

但是决定如何来奖励员工颇具挑战性。如今在劳动力大军中有四代人，从二战后的沉默一代到二十多岁的千禧一代。

用同一种方法赞赏员工不会奏效。吉布森女士说：有些员工喜欢在有全体员工参加的颁奖庆典上接受奖赏。如果你对那些不愿在人群前抛头露面的人那样做的话，简直比开除他们还要糟糕。为了避免员工之间的相互嫉妒，公司必须以具体的行为或成就来作为奖励员工的依据。她说：这不应是一种人气竞赛。

婴儿潮时期出生的人喜欢被迁就。当他们退休时，吉布森说：雇主们不得不开始思考如何来奖赏他们。

经理们有时抱怨千禧一代需要立即表扬。这是在父母的过度表扬中长大的一代，因此一些人在工作中有同样的期待。桑德森先生说，他们想要在更频繁的基础上听到表扬。

无论哪一代人，感谢都有一种强大的力量。在衣阿华州得梅因头脑风暴营销公司供职的助理创意主管乔希本奇说：当雇主愿意花费时间用一句简单的好样的或者你的工作真棒。来表扬我们，那确实是一个自我推进器。其它奖励还包括电影票，在生日那天带薪休假一天，以及因完成项目受到奖赏到堪萨斯城做一次短途旅行。

桑德森说过，不管奖赏是正式的还是非正式的，它都必须与公司的文化和价值观即它的使命与远景协调一致。

有时人们过分注重于认为奖赏应该是一些实物。他说，它可以是实物。但也可以是对人的尊重，关注他们的理想和职业夙求是什么以及了解他们的个人和家庭生活。

一年前桑德森的儿子出了车祸。我的老板说，罗伊，不要考虑工作。拥有那种支持对我来说意义很大。通过一种间接的方式表明他对我的奖赏。

吉布森说使员工感到受重视也可以提高生产力和利润率。满意的员工创造满意的顾客以及更坚实的盈亏底线。同时也减少了损失巨大的人员跳槽。

谈到奖赏和赞扬的力量，旧金山的金门大学营销学教授米卡尔安斯特希里维兹说：抽出一些时间对员工说干得好不会花费任何金钱只是花费片刻时间。因此经理们想方设法让员工们知道他们什么地方做错了。但是赞赏绝对提升士气。在下滑的经济条件下，赞扬是无须花费任何财富的鼓舞士气最佳工具。