April 2, 2018

Trends you need to know in the Environmental, Health, Safety, Quality, Risk and Training space for 2018 – Part 4

As new trends emerge, others are making a comeback. For instance, recognition and reward programs are once again gaining ground and are used to initiate positive reinforcement in the workplace.
Since the Pillars of Engagement have become more widely understood, recognition and reward are again on top of the safety and performance conversation agenda.
The high performers
High performing teams receive recognition or praise six-times more frequently than poor performing teams, so before you reach for your purchase order to buy another hat or cooler bag with a safety slogan emblazoned on it stop!
I know what you are saying, “we took away the stats, how are we going to know.” and the answer is simple, you will understand it when you see it.
Reward and recognition have moved away from “we did good safety” to “we are doing good work.” and safety is just part of that doing good work.
When we think recognition and reward – think instantaneous and inclusive
Continually recognising that employees are doing a good job and coaching when they are not, has been shown nine out of ten times to be more beneficial than if there is an end of year one-off reward.
There is a plethora of information and evidence explaining why performance bonuses do not work – it is not surprising then, that most companies stopped doing them a long time ago.
Let us be clear; performance bonus is not the same as recognition; recognition is a one on one conversation human to another human about what that person is doing or has done well, encouragement if you will.
We are finding in organisations where rewards are done and are useful, the reward cycle occurs mid-year, with the end of year celebrations not remotely connected and often phased out for a more personal and relevant activity.
If you are thinking rewards think these three questions:
  • Did the organisation perform well financially?
  • Did we manage to keep our eye on costs and not do anything that increased them without planning?
  • Did we get good results from our employee survey and our customer survey?
The takeaway
It is often hard to get people to work as a team if their incentives are individually based. The other spin-off of this type of reward program is that annual development plans are what they are intended to be – a job fit, succession planning and development tool. Not connected to individual rewards except if capability, capacity and cultivation have increased.
There were many and varied exciting developments in the EHSQRT space, and I look forward to sharing more of them with you in coming editions. Until then remember great teams and greater organisations are merely a matter of ensuring people are HEARD – Honoured, Encouraged, Asked, Recognised and Developed.
Cheryl A Daley – CEO, Boutique Consulting Firm (Previously Leadership Headquarters)
Apart from a six-year stint as a GM of Operations for a manufacturing company in Sydney, Cheryl has a history spanning 20+ years in the EHSQT and business performance space in Australia and overseas and has worked in most industries and sectors.
Cheryl identified several years ago, after spending some time on an Industry Association Board and then as an Executive Officer for another Industry Association, that EHSQT was transitioning yet again.