Tuesday, September 27, 2011

Peer to Peer Recognition

In large or small companies, it is difficult for one person to see all things that go on amongst the employees, good and bad. This can be a hamper on the value of effort and service an employee puts forth in his or her position. In order to promote consistent good behaviors and curb the instances of poor service or laziness, a peer to peer recognition is invaluable. When each employee is trying to show everyone, not just the managers who may or may not be present, that they are working hard and are kind to clients, guests, and customers, this will only serve to benefit the company.

To implement peer to peer recognition, it is important to set explicit circumstances under which a peer should be able to recognize a peer.  For instance, helping a guest with something other than a purchase i.e. carrying bags out to the car, or giving directions to a client as they leave the office.  These are little things that go a long way in the eyes of the customer and should be equally noticed by the company, if only through the eyes of a fellow employee.  When an employee knows that whether a manager is around or not that they may be recognized, this is a great incentive to always do the great things that managers like to see from them.



Creating a place in the office or store that peers can publicly acknowledge others' cleanliness, friendliness, and extra effort will promote an atmosphere of camaraderie, teamwork, and pride.  Plus, being recognized by a manager is something that should inspire greatness in employees, but being recognized by one's peers can be even greater because someone who is considered an equal found their actions to be exceptional.

Consider putting a peer recognition program in place either with a board of public recognition, or by allowing points to be given in an incentive program just as you would allow a manager to do so.  By instilling a peer recognition program the culture of recognition will only flourish and influence your company for the best.