The most important element for encouraging, helping, and motivating staff to do their job.

 

Recognition manifests itself in different forms in different companies and management styles throughout life. Making use of companionship, often forgotten in the era of the Industrial Revolution, it was reintroduced 50 years ago especially by MacGregor, who advocated explanatory encouragement instead of Taylorist sanctions. It is formalized with the yearly evaluations and regular monitoring of managers, which are now part of everyday life in the workplace.

Christophe Laval, former Canadian HRD, company founder of VPHR (Vision, Performance, People, Recognition) and professor at Laval University in Quebec, analyses and discusses this in his book: "Advocacy for Work Recognition “. He notes from his experience as HRD, "recognition is a sign of a sustainable business and is universal, no matter the local culture. "
To defend his argument, he relies on a study that his firm conducted among 684 companies from different cultural backgrounds, including American, Canadian and French. He used different types of recognition developed by another professor at the University of Laval, Jean Pierre Brun, a specialist in well being at work. He names four types of recognition:

- Existential recognition as individuals (being recognized for being uniquely oneself)
- Recognition for how one works or their professionalism
- Recognition for results or the achievement of goals when they are defined
- Recognition resulting from dedication to work or a person’s motivation and involvement

 

When the company does not invest heavily in a culture of recognition by putting it forward through its values and its management, it is the local culture, strongly impregnated in the educational practices, which takes over.

In France, 70% of employees believe that recognition should be reflected by a raise or bonus, compared to 50% of American collaborators. In the United States and Canada, the managerial culture is more open to delegating and trust, while in France we still manage with force and fear of punishment.

This explains why 46% of French workers have reported suffering at work against 28% in the United States.

The stronger the culture of recognition (which is a sign of sustainable business), the less impact the local habits will have at work. 

 

Learning how to show recognition and create a culture of recognition for work well done is largely learned through the professional training and coaching of management.