In previous parts of this series I’ve touched on the importance of INTENT and how understanding and acting from intent will inspire your team. And I’ve written about the impact of empowering your teams and on ways to enable them. The third blog in this series talked about the importance of providing the kind of training that prepares your teams to deliver the intent of the strategy. And in the last segment you read about how critical monitoring and giving feedback is to sustaining the success of a customer service strategy.
The fifth and final key is to recognize and reward your team for excellent customer service performance. Your recognition can be personal or public. What’s important is that the employee knows that his or her achievements are known and appreciated.
We’ve seen clients use message boards, e-mail blasts, banners, joyful high-five parades, trophy belts worthy of a rodeo champion, even spotlights at company meetings to recognize employees for their achievements. And I’ve never seen anyone not be thrilled.
Cash rewards work best if they are given immediately after a major achievement, according to Bob Nelson, author of 1001 Ways to Reward Employees. “Reserve one or two percent of your base pay budget for cash payouts to recognize top performers,” he says. “These rewards have terrific motivational power, particularly when given as quickly as possible. Small perks–like gasoline credit cards or gift cards –are also nice perks when money is tight.”
Kudos don’t have to always come from management. In an article on Forbes.com, Talia Mashiach, CEO of Eved, a 27-employee event-services company in Chicago said that Eved “uses its proprietary internal software system to let employees give each other stars for jobs well done. The person with the most stars each quarter gets treated to a lunch out with the executive team.”
Crowd-sourced recognition is an emerging trend. More and more organizations are empowering employees to recognize each other for great work. These same organizations are finding that crowd-sourced recognition data (relying on multiple sources) is helpful at review time in giving a more accurate picture of an employee’s performance than if the information comes solely from the direct manager. And there are plenty more benefits for encouraging peer-to-peer recognition.
“When you look at companies that promote peer-to-peer recognition versus those that don’t, they are 11.5% more likely to impact engagement in the workplace, 28% more likely to reinforce corporate values; 34.8% more likely to help with employee retention; and 35.7% more likely to have a positive impact on financial results.”
Society for Human Resources Management 2012 Report: The Business Impact of Employee Recognition
If you want to make a reward really special, surprise your team with something they didn’t expect. Bring in a masseuse for chair massages for an afternoon or bring in a local chef for an impromptu cooking class for, maybe, healthy pizza. If it’s really a surprise it can add to the value of the reward. According to Stanford professor Hayagreeva “Huggy” Rao commenting on his organizational behavior experiments, “It’s the element of surprise, not the size of the reward that really moves people.”
You just need to figure out what kinds of rewards your team members will value most. Some people want time off the phones, others appreciate monetary rewards, others appreciate things like gasoline credit cards, gift certificates for local stores, or money for a burger and fries. It depends on the individual. For added boost, tie recognition to your organization’s core values and strategic objectives to make it more meaningful and reinforce those values and objectives in the minds of your employees.
One caution — don’t rely on rewards to do your coaching for you. Tangible rewards are a great way to positively reinforce behaviors and reward reps for their achievements; but you shouldn’t rely on them to do your talking for you. There’s no substitute for your coaching and feedback.
So if you want to make sure that your customer service strategy isn’t relegated to the “Flavor of the Month” file, be sure that part of your implementation includes the recognition of people who are making a difference, who embody the strategy… and reward them.
Here are a few questions to ask yourself:
- How often are employees in your organization formally recognized for their good work?
- How are you or your managers held accountable for recognition and reward in your organization?
- What kinds of rewards motivate your team?
- What kinds of rewards will surprise them?