This article was originally written by Sharri Margraves, EdD, SHRM-SCP, Director of Organization and Professional Development, and published in the CUPA-HR (College and University Professional Association for Human Resources) Magazine, Higher Ed HR Magazine in September 2023.
Few would debate that recognizing employees is a cornerstone of positive management practices and an essential element of engagement and retention. During the pandemic, we were reminded just how important our employees are to the fabric of what we do and how we deliver our services, yet these same employees often go unnoticed or without recognition. While academic colleagues have a long tradition of acknowledging performance through well-established honors, prizes and awards, other departments and campus units can increase their recognition efforts.
Several studies have repeatedly pointed to the critical role of recognition in employee engagement and retention. The CUPA-HR 2023 Higher Education Employee Retention Survey indicates that only 53% of respondents received recognition in the form of a pay increase, and only 59% received regular verbal recognition for their work. If employers considered institutional or professional recognition as a “nice to have” before the pandemic, there should be no doubt about the indispensability of recognition in today’s workplace.
Recognition can be uneven between units, colleges, and institutions. Generational differences can also cause anxiety, with leaders wondering how to recognize their staff and teams without being mocked on social media. Outreach to Generation Z and millennials is critical, however, as a Society for Human Resource Management 2019 survey indicated that 76% of Gen Z and millennial employees believe that they are “seldom to never” eligible to receive employee rewards. Meanwhile, a 2022 Gallup-Workhuman study found that 81% of leaders say “recognition is not a major strategic priority” and 73% of leaders report that their organization “does not offer managers or leaders best-practices training for employee recognition.”
In 2022-23, I conducted a program review of the staff recognition programs at the 65 institutions associated with the American Research Universities-Human Resources Institute (ARU-HRI). I also conducted a group survey to get additional information on these universities’ perspectives. With 60% responding to the survey, here are the takeaways that may help you consider changes to your institution’s recognition programs.
A Review of Recognition Programs
Legacy Programs. Formal recognition programs at the institutional level are often legacy programs established decades ago. These typically honor a former employee or benefactor or are designated as the chancellor’s or president’s award. Most legacy programs are anchored to institutional values and reward employees who go “above and beyond” regarding customer service and care.
Almost every ARU-HRI institution I reviewed had a program that honored just a select few employees. This can mean less than a one percent chance of an employee being selected for an award in a large institution. Those with solid programs had a formal ceremony with the chancellor, senior administrator or another designee presiding over the events. A few institutions also formally acknowledged all nominees. Even if they didn’t win, their contributions were recognized formally by the senior leader.
Team Awards Tied to Strategic Initiatives. Approximately 48% of the survey respondents indicated that they have established new programs in the past five years. More recently established awards were often designated specifically to help drive strategic initiatives such as innovation or process improvement. When asked about their recognition program priorities, survey respondents said their second highest priority was creating or strengthening their recognition efforts tied to strategic goals (with inclusion-based recognition being the highest priority).
Often these awards are team-based, and some require cross-departmental collaboration. The University of Michigan has a bi-annual program that showcases the work via a poster session, and a team of both academics and staff selects the winners. Awards of this type can be inspiring because the work of these individuals and teams becomes “seen”. Staff contributions are often appreciated in the general sense but undervalued with the actual impact and outcomes that help propel institutions forward.
Peer-to-Peer and On-the-Spot Recognition. During the pandemic, several institutions started peer-to-peer programs to allow the appreciation of colleagues to be recognized. Many use vendor support and can include simple cards and notes, and most were designed to be quick and “on the spot.” Some, but not all, also notify the immediate supervisor. At the University of Washington, these informal recognition notes are entered into drawings for additional appreciation with swag bags or other de minimis gifts.
Service Awards. Another aspect of this evaluation was a review of service awards for longevity at the institutional level. Many long-standing programs started decades ago when the workforce was relatively stable and stationary. These could be updated to reflect more recent trends, with awards for service starting earlier. In the cohort of 65 institutions studied, 57% started formal recognition at year five, with 22% not starting service recognition until year 15 or higher.
Designing a Successful Recognition Program: Key Considerations
The pandemic, followed by the “great resignation,” has impacted all aspects of our work. Yet most of us continue churning out the same recognition programs — many decades old — often without questioning their value, validating their impact or reviewing for bias. Here are some crucial factors to consider when evaluating and updating your recognition program.
Culture. Creating a culture of recognition starts with senior leadership and moves down and across the institution. When onboarding leaders at all levels, include specific points about recognition and provide toolkits and support for unit-level recognition. The University of Iowa includes recognition as part of their required training of all leaders across the institution. Combining awareness with concrete tools makes it easier for supervisors and co-workers to do the right thing.
Inclusion. Most of the institutions surveyed recognized the need to review their programs or establish new ones with a focus on being more inclusive when creating awards and selecting recipients. This includes providing training for selection committees about bias awareness when reviewing awardees’ nomination forms and letters. As the top priority among all institutions surveyed, nearly 60% indicated that creating or strengthening inclusion efforts related to recognition is a priority.
Access and Awareness. The most successful programs have made it easier for employees to be nominated and reviewed with standardized forms; templates for cards, letters and certificates; and links to the appropriate policy or business manual. All institutions had groups conducting the reviews, making selections, and consolidating the different awards in one website, which helps convey the breadth of recognition and creates a positive, forward-facing impression. It makes it easier for employees and potential employees to understand how the organization values staff recognition.
Sharing staff recognition widely throughout the institution in various local media, social media and unit-level channels contributes to awareness. Some institutions focus on a traditional recognition week with both casual appreciation events and formal award ceremonies. At the University at Buffalo-SUNY, new supervisors are trained to write thank-you notes as part of their onboarding. Such high-touch actions are just as vital as the grand awards.
Eligibility. Are your formal programs available to all employee groups? Progressive institutions recognize part-time and contract employees as part of the campus fabric and acknowledge their work. Very few institutions have formal programs to recognize temporary or contract staff, even though they play a significant part of the workforce at our institutions. The University of South Carolina has codified by policy that temporary staff are eligible for recognition awards.
Non-Traditional Recognition. Forward-thinking organizations are aligning recognition of good work by creating a culture where the organization notes achievements broadly. Historically, the main form of recognition was only intradepartmental, with individual supervisors acknowledging and recognizing their immediate staff. One might consider opportunities to present effective, recognition-worthy programs to senior leaders or encourage employees to submit presentation proposals for conferences and then support the travel cost for those who present programs and results. Such accomplishments should be shared widely in newsletters and other media.
Team Recognition. Most institutions value collaboration and breaking down the “silos” between units. Showcase the work accomplishments of teams, inter- or intra-departmentally and between different work groups. More often, these are the newer awards an institution might implement to incentivize innovation and process improvement. One word of caution: Often, one group or another can dominate team lead improvements — think information technology and project managers — so think of ways to increase the visibility of contributions from other subject matter experts. Establish a protocol to include up-and-coming interested employees to participate in different team-based problem-solving.
Audit Your Programs
Consider the benefits of auditing institutional and unit-level recognition programs with the chart below. Being mindful of both the program’s current status and the changes you would like to see can help improve the benefits of recognition programs for employees. A cross-section of employees, administrators, and others can review and make improvement recommendations along with recommended priorities. Download a Self Audit of your Institutional Recognition Programs to rate your current status.
About the author: Sharri Margraves, EdD, SHRM-SCP, is the executive director of organization and professional development for Michigan State University’s HR department.
