Get employees to do
what you want them to

Recognition for job performance is the key to motivating employees.

By Charles Vander Kooi

If you saw the first "City Slickers" movie, you'll remember when Curley, the tough old cowboy, said there was just one thing a person needed to know in life. Trouble is, he never told the dudes what that one thing was.

I, on the other hand, will not keep from you the one thing you need to know to build loyalty and esprit de corps in your staff. I want to tell you about one thing that will surely motivate your employees.

What motivates employees

Several years ago, I had 12 of my clients gather in a hotel in Boston for a weekend of networking and brainstorming. They brought 22 of their middle-management employees along whom we asked to take a survey for which they could remain anonymous.

We wanted to know what built loyalty in these employees and what motivated them. We gave them 3 choices and asked them to rate the choices from most important to least important by putting a number 1 by the most important, a number 2 by the next important, and a number 3 by the least important. The 3 choices were:

•  Money (a raise or a bonus). Paychecks substantial enough to keep me from going to work for someone else for a larger paycheck.

•  A feeling of self-worth. Knowing I make a difference in the world. A doctor or nurse or school teacher goes home some evenings knowing they've helped another human being. That experience is important to me, too.

•  Recognition for a job well done. My boss should see me as a unique person with unique gifts and talents. When I use those unique gifts and talents on a job, someone should notice and recognize me for a job well done.

Our motivation survey results

Do you know which of the 3 choices came in last on every survey but one-and then only hit number 2? Money. Money is the least motivating reward and builds little loyalty. Do you know what was number one on EVERY survey? Recognition for a job well done.

Whenever I do a seminar for contractors and ask that question, everyone answers correctly as to how the survey turned out. That's because we all know in our hearts that the number one human need is to be recognized when we use our unique gifts and talents well. No one wants to be viewed as a hunk of meat bought with a paycheck.

So, if we all know that, how come so few of us ever recognize our employees? I believe that is because patting people on the back does not come naturally. We need to make ourselves do it.

Caring employers make money

Every year between January and April I get financial statements from clients from all over North Am erica . There are 2 people who have sent them to me for over 10 years. I wait for theirs with great anticipation. I cannot even leave the post office without opening them. Do you know why? Because during the boom times and the bust times, during a good economy or a recession, they have always made money. They are charismatic, motivating individuals, people who like people. And, they like to help people become the best that they can be. Because of that, they have never lost money.

One of those individuals has tried everything you can imagine to motivate his people and build loyalty to the company: bonuses, Hawaiian vacations, Caribbean cruises, turkey's at Thanksgiving. You name it, he has tried it. Several years ago he started the following program, which he says has done more to motivate his employees and loyalty to his company than anything else he has tried.

Recognize performers in person

Look at the calendar accompanying this article. On the first Sunday is written "Family", on the second is written "Employee," on the third is written "Client," on the fourth is written "Supplier" and if there is a fifth Sunday during the month, on it is written "Friend." On Monday through Friday there is room to write in someone's name.

My colleague has several spies throughout the company. When they see someone doing something special, they write down that person's name and what they did. Everyday, 5 days a week, 52 weeks of the year, minus holidays, the boss goes through those pieces of paper. He finds the person he feels has done the most exceptional thing. Then he gets in his car and drives to the job, finds that person, looks them in the eye, and thanks them for doing a good job. When he gets back to his office, he writes that person's name on the calendar along with a little bit about what they did.

Every day, 5 days a week, 52 weeks of the year, minus holidays, he is doing the one thing that builds more loyalty and motivates people, recognizing his people for jobs well done.

Recognize performers in writing

Recognition comes in writing as well as in person. The boss buys 52 note cards. He puts them in his desk near the calendar. During the first week where it says family, he writes a note on a card to a family member recognizing them for what they mean to him and his company.

On the second week where it says employee, sometime during the week he looks through all the names of people that he recognized the month before. He picks one that he feels was the most outstanding. He then writes a little note recognizing them for a job well done.

Send recognition home

He does not give the note to his secretary or put it on the employee's time card or in their pay envelope. He personally hand addresses the envelope and mails it to his or her home.

It's one thing to have one of your people going home and telling his or her spouse that the boss was on the job and recognized them for a job well done. The spouse might say, "Do you want your beer now or later? Are you going to eat with the family or sitting on the couch watching TV?"

But, can you imagine what will happen if that news comes in the mail? While the employee is at work, their kids come home and read all about their parent. When his or her spouse comes home, they read all about their partner's efforts. When the employee gets home from work they read it, too, and they may receive pats on the back from family members. That kind of recognition will send their self-esteem right through the roof!

Recognize clients, suppliers and friends

On the third week a card goes to a client. On the fourth week it goes to a supplier. Maybe the boss once needed some material delivered to a job in record time. He called the sales representative for the supplier who only laughed at his request. However, that rep bends over backwards to get the supplies to the job on time.

When the fourth week comes, the boss sends a card to that supplier recognizing that sales representative for a job well done. The owner of the supply house makes copies for every other sales representative and puts the card on the bulletin board. When the boss needs something else delivered again in record time the sales representative says, "It will be there. Are you going to send me another card?"

If there is a fifth week he sends one to a friend. I had an article written about me in a national magazine. He had read it. When that fifth week came, he took out a card and wrote a nice note telling me what I have meant to the construction industry and to his company, as one of my clients, in particular. I was gone when it arrived at my home. My kids came home and read all about their daddy; my wife read all about her spouse; and when I got home, I read it. It jacked me right through the roof!

Recognizing Hispanic employees

Now, there are a few things that can be done in addition to these concepts to bridge a labor gap and recognize the cultural differences of your Hispanic employees that are from Mexico. Years ago one of my clients, who later became one of my trainers, ran a third generation horticulture company that was close to the border of Mexico and Texas with a workforce that was almost entirely Spanish speaking directly from Mexico . He told me four things that I still use in my seminars today.

•  First, there is a culture in Mexico that you work hard and respect your employer. Now this a good thing, but it often means that your Hispanic employees may not take the control, or responsibility, you may want them to take on their own. You need to encourage them and give them authority, and recognize that they probably have been raised not to question, but instead simply to work hard and respect their employer.

•  Second, send recognition cards to their family down in Mexico . Often times they are the only ones in Am erica with a family a country away. Their families are anxious to see how they are doing and it means the world to them for their family to get the cards.

•  Third, post signs, national holidays, and other cultural events at work in Spanish and recognize those events.

•  Fourth, make an effort to learn Spanish. Your Hispanic employees are trying to adjust to the Am erica n culture, take care of a family most likely back in Mexico , and learn English. Meet them halfway and show that you want to learn too.

Recognition comes verbally, in writing, and, finally, monetarily. That is why the people we surveyed put money last. Everyone saw it as important, but just a part of the bigger picture of recognition. Employers should put the recognition first, then add on the bonuses, the raises, the profit sharing. Next, how to hand out the money.