As a thought leader, author, educator, and change leadership practitioner, I write a weekly article that benefits leaders who want to improve their organizations using elements of my Humanist Manufacturing framework.
We continue looking at the essential elements of integrating a human-centered approach to business operations. We began with accountability and infusing discipline as the first elements. We shift this week to rewarding goal progress – Distributing proper benefits for successful work.
Begin with the end in mind – Stephen Covey
Covey wrote The 7 Habits of Highly Effective People, where Habit 2 is the above quote. He recommends that individuals create a mental picture of what they want to accomplish, then physically generate the result. In essence, to develop a personal mission statement as a blueprint to guide the building of a desirable future they want to achieve. As leaders, we should also begin with the end in mind and then work the plan backward to develop a list of tasks necessary to accomplish the goal. However, reaching the purpose is at least one step short of what we should consider. We should also consider how we will reward those contributing to project success.
Leaders should look at rewarding goal progress from the perspective of empathy. It took me too long to understand that everyone else was not like me. What I see as a reward for achieving a goal is something different for others. Our ability to take on another person's experience is a cognitive function. Therefore, we must modulate and regulate our emotions to benefit those we reward for achieving goal progress using empathy. When using empathy skills, leaders can create authentic rewards with deeper connections, more effective communication, and more positive outcomes.
A sound reward system is beneficial to creating deeper motivation and employee engagement within the workforce. Providing positive reinforcement and incentives is rooted in behavioral psychology, where the likelihood of generating desirable behaviors increases goal achievement. Reward examples to consider include:
1. Acknowledgment and recognition – When leaders share authentic public awareness of individuals achieving goals, there is more significant potential for higher morale and motivation.
2. Financial rewards – Bonuses or profit-sharing opportunities are another source of reward.
3. Flexible work arrangements – A segment of the workforce may be interested in adapting their schedules to meet their personal needs, or the opportunity to gain additional time off can benefit those whose working conditions allow this opportunity.
4. Incentives – Tangible rewards that align with an individual's interests should be a part of an employee review process.
5. Public recognition – Pride and satisfaction results from gaining company-wide expressions of leadership gratitude for a job well done.
6. Promotions or advancements – A particular team segment will be interested in moving up in the organization if they show regular goal progress and outstanding performance.
7. Skill development opportunities – Attending conferences, specialized training, or workshops can be desirable to some employees.
8. Small celebrations – Providing meaningful celebrations of reaching milestones can include bringing in an ice cream truck, a party, or a BBQ luncheon served by the executive management team.
9. Team-based rewards – Collaboration and cooperation developed in a supportive environment can benefit organizational success.
While it requires more work, the more a company can target its goals, the more personally meaningful it will be to its members. Remember that the effectiveness of rewards can vary based on individual preferences and the nature of the goals they pursue. Regularly communicating and understanding the individuals' aspirations can help tailor the rewards to maximize their impact. Additionally, ensuring that employees see the rewards as fair and attainable can contribute to maintaining motivation and engagement in goal pursuit.
A sound reward system is beneficial to creating deeper motivation and employee engagement within the workforce. When using empathy skills, leaders can create authentic rewards with deeper connections, more effective communication, and more positive outcomes. Ensuring that employees see the rewards as fair and attainable can contribute to maintaining motivation and engagement in goal pursuit.
Organizations considering an employee rewards and recognition system can begin with the article Employee Recognition Ideas: How To Create a Great Rewards Program. The first suggestion is to survey the workforce. They follow up by designing a reasonable system, informing your team, and asking for feedback—seemingly sound advice.
I am grateful for companies like O.C. Tanner with a mission where "we help people everywhere thrive at work." The company "cares about humankind, equity, fairness, and our planet." Furthermore, they are a member of Tugboat Institute, which supports "Evergreen businesses are led by purpose-driven leaders with the grit and resourcefulness to build and scale private, profitable, enduring, and market-leading businesses that make a dent in the universe."
Next week's blog will shift to a review of the essential element of recognition of goal achievement integral to becoming a humanist manufacturing organization.
To learn more about our work or read more blog posts, visit emmanuelstratgicsustainability.com.
I encourage you to read my book Humanist Manufacturing: A Humanitarian Approach to Excellence in High-Impact Plant Operations. The paperback and eBook versions are now available at Amazon and many other booksellers. You can also view the Humanist Manufacturing Book Launch to gain additional insight into the Humanist Manufacturing framework.
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Contact me if you need help with the manufacturing support services of consulting, coaching, Fractional Chief Sustainability Officer, or training/reskilling at 734-664-9076.
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Cover Image Credit: Mirko Fabian on Unsplash
