Crowd-Scorched

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Crowd-Scorched

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Recognition is a problem that needs to be fixed, not a “crowdsourced” cure for performance evaluation problems.

the

Crowd-Scorched performance review


Two facts emerge anytime a research study

is done on recognition.




First - it’s exceptionally important.




good at it.

Second - companies aren’t very

First - it’s exceptionally important.


These two facts define what should be done about

recognition patterns in a company and

what should not be done with that information.


Over the past year, the HR community has kicked

around ideas for incorporating recognition statistics into

performance reviews as part of the “big data,” “crowdsourcing,” or social media movements.


Over the past year, the HR community has kicked

around ideas for incorporating recognition statistics into

performance reviews as part of the “big data,” “crowdsourcing,“ or social media movements.

It’s a powerfully BAD idea.


“With the majority of big data sources, you need to assume that

you are working with data that is not clean,” warns the book

Big Data for Dummies.


One commentator cautioned that turning recognition into evaluation criteria

“can quickly devolve into a popularity contest and as

your staff learns you are doing this, it can be gamed, just like any politician:


‘Hey, I’ll give you kudos for your thing if you give me public props for mine.

We both win.’”

One commentator cautioned that turning recognition into evaluation criteria

“can quickly devolve into a popularity contest and as

your staff learns you are doing this, it can be gamed, just like any politician:


The biggest problem with crowdsourcing

performance appraisals, however, is that the practice can

lead to legal actions against a company.


Crowdsourcing “makes labor lawyers cringe,” reported Fortune

in October, 2013. “The biggest problem with

crowdsourcing performance appraisals,” the magazine warned,

“is that the practice can muddy the legal waters if an employee

sues the company.”

http://management.fortune.cnn.com/2013/10/08/performance-reviews/


The usefulness of the “crowdsourced performance review” depends

entirely on recognition data being a reliable proxy for performance

at the individual level.


In other words, an HR department, and the company must be confident that the recognition each person receives corresponds to his or her contribution to the firm.

The usefulness of the “crowdsourced performance review” depends

entirely on recognition data being a reliable proxy for performance

at the individual level.


Recognition is a crucial aspect in creating employees’ commitment to

their organization and in motivating high levels of performance.

It’s part of the unwritten social contract.


Recognition is a crucial aspect in creating employees’ commitment to

their organization and in motivating high levels of performance.

It’s part of the unwritten social contract.

Employees who feel well recognized are more likely to stay, to focus better on customers, to be more productive and to otherwise look out for the company.


The most effective recognition is a social exchange rather than

a financial transaction.

http://www.biworldwide.com/en/employee-engagement/awards?utm_source=SlideShare&utm_medium=Slide&utm_campaign=ServiceAnniversaryAwards

http://ctt.ec/G9Wdb

http://ctt.ec/G9Wdb


The connection between recognition and performance is further muddied by the fact that people differ dramatically in their level of interaction with colleagues, the frequency of recognition they give and the

type and amount of recognition they want to receive.


Many employees produce, invent, spot hazards, please customers

and reduce waste working in relative isolation.




Should they be recognized more often?




But through no fault of their own, they will not show up as strongly on the crowdsourced radar.

Should they be recognized more often? Of course!


Companies, managers and peers often fail to

recognize the best work of the firm’s employees.


In the US, only two-thirds of employees

are “confident that if I do good work, it will

be recognized.”

http://ctt.ec/xtwbz

http://ctt.ec/xtwbz


Only 7 in 10 agree: “My coworkers tell me when I do a good job.”

http://ctt.ec/4F8yB

http://ctt.ec/4F8yB


16% say it with greater force: “No one notices when

I do a good job.”

http://ctt.ec/cA3OL

http://ctt.ec/cA3OL


Given the importance of being acknowledged for a job well done, a company should be

constantly seeking to improve the connection between

performance and recognition.


Employees themselves have quite mixed feelings

about incorporating recognition or the lack thereof

into their performance appraisals.


21% say they would be uncomfortable having

their evaluations based on recognition they do

or don’t receive from peers.

http://ctt.ec/1T58e

http://ctt.ec/1T58e


The percentage of those squeamish about being “crowdsourced”

increases, understandably, among the sizable proportions who say

their coworkers aren’t very good at recognition or who lack confidence that

if they do a good job it will be recognized.


Learn more about how crowdsourcing is detrimental to a corporate culture

by downloading the complete white paper by Rodd Wagner.

Crowd-Scorched

http://www.biworldwide.com/en/white-papers/employee-engagement/crowd-scorched?utm_source=SlideShare&utm_medium=Slide&utm_campaign=Employee







BI WORLDWIDE uses the principles of behavioral economics to produce measurable results for our clients by driving and sustaining engagement

with their employees, channel partners and customers.

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