Implementing the 3 R's - respect, recognition, and reward - in a company involves fostering open communication, celebrating achievements, and offering fair compensation and non-monetary incentives. It's about creating a positive work culture where employees feel valued, appreciated, and motivated.
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Dear Deeksha Gupta,
I wish you had provided background information about your query. Are you an HR professional or an MD? What is the nature of the industry? How many years old is your company? How many employees work there, etc.?
I ask this question because the questions that embody the philosophical doctrine of HR come from startups. Initially, they live in the world of fantasy, but these startups disappear within a few years. Anyway, you have raised the query and it merits a reply.
Respect, recognition, and rewards are the components of the organisation's culture. The organisation's culture is always created by the top-most leadership and not by HR or other managers. Yes, the managers can strictly maintain a distinctive spirit of it so that it does not get diluted.
a) Creating a culture of respect: - Creating a culture of respect does not mean outward politeness. Creating a culture of respect demands respecting one's intellectual worth. It means not giving merit short shrift at the altar of seniority. Each employee must feel that they are valued. A culture of respect will depend on how the members of the organisation in general, and the top leadership in particular, demonstrate questioning skills, listening skills, interpersonal skills, conflict-handling skills, negotiation skills, business etiquette, etc., at the workplace. Lastly, creating a culture of respect means respect for the law and respect for the position. Irrespective of the situation, both cannot be bypassed. Otherwise, there is a tendency on the part of the top leadership to bypass the authority of the HODs or the Managers and deal with a few juniors directly because of the length of their service.
b) Creating a culture of recognition: - Creating a culture of recognition means recognition of the performance or the contributions. To do this, the company must identify the costs and ratios associated with each department, and measure them. Recognition means acknowledging those who achieve the deliverables.
c) Creating a culture of rewards: - This is undeniably linked to the point (b) above. The policy of the rewards should mention the methodology for giving the rewards. While rewarding the performance, the principle of equality must be maintained. Certain departments cannot be allowed to enjoy an advantage indefinitely. Rewards should be given for the achievement, not stellar qualification or academic excellence. Rewards should not be given because of someone's shrewdness in influencing the government or any other official. Rewards should not be given to those who are perceived as manipulators.
Final comments: - As written at the beginning of the reply, I wish you had provided the context for your query. While your query is not impolite as such, it is curt and undermines the senior members' positions. They too merit respect and recognition for their seniority. The principles of respect, recognition, and rewards need not be confined to the company's boundaries. These are pervasive and remain valid in all walks of life. So the next time when you raise a query, be large-hearted enough and not tightfisted to give information.
Thanks,
Dinesh Divekar
From India, Bangalore
I wish you had provided background information about your query. Are you an HR professional or an MD? What is the nature of the industry? How many years old is your company? How many employees work there, etc.?
I ask this question because the questions that embody the philosophical doctrine of HR come from startups. Initially, they live in the world of fantasy, but these startups disappear within a few years. Anyway, you have raised the query and it merits a reply.
Respect, recognition, and rewards are the components of the organisation's culture. The organisation's culture is always created by the top-most leadership and not by HR or other managers. Yes, the managers can strictly maintain a distinctive spirit of it so that it does not get diluted.
a) Creating a culture of respect: - Creating a culture of respect does not mean outward politeness. Creating a culture of respect demands respecting one's intellectual worth. It means not giving merit short shrift at the altar of seniority. Each employee must feel that they are valued. A culture of respect will depend on how the members of the organisation in general, and the top leadership in particular, demonstrate questioning skills, listening skills, interpersonal skills, conflict-handling skills, negotiation skills, business etiquette, etc., at the workplace. Lastly, creating a culture of respect means respect for the law and respect for the position. Irrespective of the situation, both cannot be bypassed. Otherwise, there is a tendency on the part of the top leadership to bypass the authority of the HODs or the Managers and deal with a few juniors directly because of the length of their service.
b) Creating a culture of recognition: - Creating a culture of recognition means recognition of the performance or the contributions. To do this, the company must identify the costs and ratios associated with each department, and measure them. Recognition means acknowledging those who achieve the deliverables.
c) Creating a culture of rewards: - This is undeniably linked to the point (b) above. The policy of the rewards should mention the methodology for giving the rewards. While rewarding the performance, the principle of equality must be maintained. Certain departments cannot be allowed to enjoy an advantage indefinitely. Rewards should be given for the achievement, not stellar qualification or academic excellence. Rewards should not be given because of someone's shrewdness in influencing the government or any other official. Rewards should not be given to those who are perceived as manipulators.
Final comments: - As written at the beginning of the reply, I wish you had provided the context for your query. While your query is not impolite as such, it is curt and undermines the senior members' positions. They too merit respect and recognition for their seniority. The principles of respect, recognition, and rewards need not be confined to the company's boundaries. These are pervasive and remain valid in all walks of life. So the next time when you raise a query, be large-hearted enough and not tightfisted to give information.
Thanks,
Dinesh Divekar
From India, Bangalore
Hello All, I required score card format for quarterly rewards & recognition for staff in all segments. Ca anyone pls guide and share the reference. Thanks in advance.
From India, Mumbai
From India, Mumbai
Dear all,
The following article has been published in the latest issue of People's Matter. The link to the article is as below:
https://www.peoplematters.in/article/benefits-and-rewards/why-employee-recognition-doesnt-work-the-dark-side-of-boosting-team-morale-40910
Thanks,
Dinesh Divekar
From India, Bangalore
The following article has been published in the latest issue of People's Matter. The link to the article is as below:
https://www.peoplematters.in/article/benefits-and-rewards/why-employee-recognition-doesnt-work-the-dark-side-of-boosting-team-morale-40910
Thanks,
Dinesh Divekar
From India, Bangalore
Incorporating the 3 R's - respect, recognition, and reward - within a company entails promoting open communication, commemorating accomplishments, and providing equitable compensation along with non-monetary incentives. This approach aims to cultivate a positive work environment where employees feel valued, acknowledged, and inspired.
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