In English-speaking North America, France and Quebec, corporate culture and geographic location have an effect on workplace recognition practices and the obstacles encountered—this observation is the result of a study conducted by specialist Christophe Laval and unveiled during the HR Without Limits conference.
Seventy per cent of English-speaking North American respondents say that their company promotes recognition at work. The number falls to 45% for Quebec and 33% for France. “The first observation is that regardless of location, clear objectives are not set, even when a recognition policy is put in place” says Christophe Laval, founder of consulting firm VPHR (Vision Performance Humain Reconnaissance). His study examines four types of recognition:
• Existential recognition, which values the person and interpersonal skills. It translates into putting effort into communication and details such as greeting employees upon arrival, seeing how they are doing and paying attention to them. This type seems to be the least well represented in companies.
• Recognition of work practices focuses on skills. The remuneration is symbolic: it involves appreciation demonstrated by supervisors and co-workers when an employee has performed particularly well.
• Then there is recognition for investment in work, which rewards the effort put in, e.g. encouraging a team of salespeople who worked flat out on a bid but didn’t get it instead of reprimanding them.
• Finally, the most obvious and familiar form is the recognition of results, which is often conveyed via financial remuneration or the giving of a prize or reward.
Different obstacles and practices
“There are a lot of differences between Quebec and English-speaking North America, and similarities between Quebec and France.” The three zones differentiate themselves by the obstacles faced by recognition at work. In Quebec, the fear of promoting employee rivalry halts decision-makers. In the rest of Canada and the U.S., the desire to be fair is cited as an obstacle. Finally, in France, the fear of encouraging unrealistic expectations by employees that the company will not be able to meet is highlighted.
France is very focused on financial recognition, in the form of exceptional bonuses and salary increases. In English North America, award ceremonies or events are promoted. Quebec falls in the middle, taking the best of both worlds, with 43% of respondents giving importance to financial recognition and 52% to ceremonies and events.
Corporate culture and values
“Corporate cultures fall into four camps: clan, adhocracy, hierarchy and market.” By respectively valuing teamwork and creativity, the first two types promote the development of recognition at work. The last two, which focus on procedures and economic performance, do not encourage recognition practices as much, especially the existential type.
Positive effects
Employees have to sense the authenticity of recognition practices, and not feel that they have been put in place to force them to work harder. Results are obtained when practices fit in with the corporate culture and do not feel put on. As Christophe Laval explains, “Setting up an honest, effective recognition policy improves a company’s performance in many ways.” Absenteeism and turnover fall, the social climate improves, the number of conflict situations decreases, and the company becomes more appealing to potential employees. All of this leads to increased productivity and more satisfied customers.