Expressing recognition can be complicated for a number of reasons: obstacles within the organization and in relationships, ineffective communication processes, personality clashes, etc. While employee recognition is simple in theory, applying it can be a bit more difficult and unclear. A number of obstacles can interfere with efforts to recognize employee contributions: fear of losing control, lack of time, ignorance, a desire to be fair, and difficulty interacting with others. Yet these obstacles should not be an excuse to dismiss or discredit the importance of employee recognition. Obstacles should be viewed as challenges, rather than barriers to implementing recognition practices.

Recognition may be perceived as a loss of control or authority by the person expressing it and a gain for the person receiving it. Yet recognition is part of an interactive process unrelated to hierarchical levels and professional status. It has nothing to do with authority and power. If either party associates recognition with weakness or a loss of authority, it might be a good idea to review how recognition is expressed and received.

Given organizational hyperactivity and time pressures from various sources, recognition may be considered a waste of time, or at least nothing urgent. Organizational priorities often focus on work and production processes. Most time is put into these aspects, while no heed is paid to human beings as a whole and their importance in the work process. However, we must rid ourselves of this cult of speed and performance and take the time to thank our coworkers, superiors, and employees for their valuable input, dedication, and other contributions. Recognition should be central to organizational priorities and employee management practices.

We can’t recognize people we don’t know! Ignorance can be an obstacle, resulting in recognition that is superficial or implausible. An employee’s work may also be overlooked. In the same vein, a company’s size may be an obstacle. A large number of employees may create an environment of anonymity within the organization and in interpersonal interactions. A person’s contribution may be denied, taken for granted, credited to someone else, or simply minimized. All organization members must be sensitized to these considerations for recognition to spread. A number of types of interactions are possible: Recognition may be expressed both vertically (from the top down or vice versa) and horizontally (between peers or coworkers)

Employee recognition raises a number of questions: to whom, when, and how should it be expressed? People ask these questions in the interest of being fair and equitable toward organization members. Recognition based on flattery or the desire to compliment someone can lead to jealousy and a stultifying work environment. But recognition properly expressed-according to the eight quality criteria-is justified and fair to all.

Some people are put off by social interaction. They may find it tiresome to interact with others and keep the channels of communication open. Because recognition is part of an interactive process, expressing it may be challenging due to personal factors such as difficulty interacting with others and putting thoughts into words. This is a sizeable obstacle, but it can be overcome. Oral expression may be hard for some, but recognition can be expressed in other ways, such as in writing. People can find a form of recognition that fits their personality and is meaningful to the recipient. Everyone can develop his or her own approach.

Despite organizational obstacles and personal difficulties, the importance of employee recognition is undeniable. The significant benefits of daily management practices that include recognition far outweigh the obstacles that may be encountered.