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A comprehensive approach

Marie-Claire Carpentier-Roy, Université de Montréal
“The most important thing to consider in thinking about possible recognition practices is the need for a comprehensive approach. This means taking the time to understand the work experience of my coworkers or the people I manage. For this, speech is essential—speech as an illocutionary act, speech that tells someone something about an experience, that causes a change in the speakers. Discussion is essential for understanding experience and helping to change what needs changing. “In addition, re-cognition requires cognition, that is, knowledge of actual work accomplished or to be completed. To build this knowledge we must, through discussion, listen to and hear worker suggestions, comments, and wishes. This is the most effective way to convey that we understand the occupational culture. We do this when, for example, we request and consider employee suggestions regarding changes in techniques, technologies, and work organization, and when we also ask them about the types of recognition they expect. “These two basic components of recognition give meaning to other forms of recognition, such as recognition celebrations, material rewards, recognition programs, and more. Experience has shown that without these two primary components, all these expressions lose their meaning, regardless of good intentions.

Marie-Claire Carpentier-Roy, Université de Montréal

“The most important thing to consider in thinking about possible recognition practices is the need for a comprehensive approach. This means taking the time to understand the work experience of my coworkers or the people I manage. For this, speech is essential—speech as an illocutionary act, speech that tells someone something about an experience, that causes a change in the speakers. Discussion is essential for understanding experience and helping to change what needs changing.

“In addition, re-cognition requires cognition, that is, knowledge of actual work accomplished or to be completed. To build this knowledge we must, through discussion, listen to and hear worker suggestions, comments, and wishes. This is the most effective way to convey that we understand the occupational culture. We do this when, for example, we request and consider employee suggestions regarding changes in techniques, technologies, and work organization, and when we also ask them about the types of recognition they expect.

“These two basic components of recognition give meaning to other forms of recognition, such as recognition celebrations, material rewards, recognition programs, and more. Experience has shown that without these two primary components, all these expressions lose their meaning, regardless of good intentions.

Daily recognition

It is important to understand that recognition should be part and parcel of management practices, work habits, and daily company operation. We must take advantage of daily opportunities to recognize the employees in our organization for who they are and what they do. In the daily grind, we may take each person's contribution for granted without fully appreciating it. For this reason, we must develop a daily habit of recognizing our coworkers, superiors, customers, etc. Spontaneity and sincerity are essential when we wish to appreciate the people around us. There are many simple things we can do and say to make recognition part of our daily routine. For more details, see the section Recognition 101. Recognition is important to and appreciated by all.

Creating opportunities for discussion

Marie-France Maranda, Université Laval
“To face the complexity of recognition, we must create opportunities to discuss the reality of work. For subjects to feel comfortable talking about their work, there must be trust. Discussion must be sincere, and everyone must assume the risk of listening and agreeing to hear what may sometimes be difficult to take in. Otherwise, subjects will keep secret about their work and how they manage to make do despite the constraints, for fear of being blamed. Work rules, difficulties, constraints, and approaches will not be discussed, and a substantial portion of actual work completed will go unrecognized. Creating opportunities for discussion is not easy. It is a demanding task for organizations large and small, but it gives meaning to work. “Creating opportunities for discussion goes well beyond what was formerly called participation, and this is important. Just as recognition of actual work completed helps subjects forge their identity, a lack of recognition can undermine professional identity. Recognition contributes to health and a sense of pleasure in work.” Interview by Ms. Chantal Hivon for Échange newsletter (February 1999, Vol.13, No.1)

Marie-France Maranda, Université Laval

“To face the complexity of recognition, we must create opportunities to discuss the reality of work. For subjects to feel comfortable talking about their work, there must be trust. Discussion must be sincere, and everyone must assume the risk of listening and agreeing to hear what may sometimes be difficult to take in. Otherwise, subjects will keep secret about their work and how they manage to make do despite the constraints, for fear of being blamed. Work rules, difficulties, constraints, and approaches will not be discussed, and a substantial portion of actual work completed will go unrecognized. Creating opportunities for discussion is not easy. It is a demanding task for organizations large and small, but it gives meaning to work.

“Creating opportunities for discussion goes well beyond what was formerly called participation, and this is important. Just as recognition of actual work completed helps subjects forge their identity, a lack of recognition can undermine professional identity. Recognition contributes to health and a sense of pleasure in work.”

Interview by Ms. Chantal Hivon for Échange newsletter (February 1999, Vol.13, No.1)

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