In a system that rewards results: Is it worth rewarding processes as well? According to experts, this should be recognized at work.
The academic and professional world is full of objectives, goals and assessments: exams, grades, sales, ROI, conversions, KPIs, etc. These results systems accompany us throughout our lives and are a very important evaluation aspect of these systems.
Although it is essential to set goals in order not to lose focus and to define rewards to maintain a motivating factor in the execution of a task; we tend to overlook processes, best practices and roles of key people in the production and realization of those goals.
In a system that rewards only results: Is it worthwhile to reward processes as well? How?
Before talking about rewards, we must talk about goals and motivation.
We know that goals are important to develop strategies, focus attention, encourage effort and persist despite failure. However, they must be clear and realistic, as they are closely related to our motivation and attitude towards them. There are two types of approaches:
Learning or mastery goals: There is interest in developing a new skill. Success or failure depends to some extent on oneself and intelligence can be developed.
These goals appeal to intrinsic motivations, those that come from within, give us personal satisfaction, passion or fun. Performing the activity becomes an end in itself.
Performance goals: There is a desire to succeed, negative judgments are avoided and there is a concern for demonstrating an ability. Intelligence cannot be developed and success or failure is completely dependent on the outside.
These types of goals are closely related to extrinsic motivation, those that come from outside. Their attainment or failure comes with a reward or punishment. Performing the activity is a means to an end.
Although intrinsic motivations seem to be more positive with respect to their approach, it should be clarified that both types of motivation are not mutually exclusive, but can be found to a greater or lesser extent depending on the activity being undertaken.
Rewards are a key element. They reinforce desired behaviors and results, and when given at the right times, can serve to retain talent, increase engagement and motivate continuous improvement.
Having learned about the types of goals and motivations, we can begin to look at other, more interesting approaches.
Between 2007 and 2009, economist Ronald Fryer conducted a study at several universities in the United States. One group of students was given a financial incentive for obtaining good grades on their exams, while the other group was given a smaller financial incentive each time they finished reading a book.
At the end of the study, it found little improvement in the academic performance of students who were paid for good grades. However, students who were paid to read a book not only scored higher in academic performance, but were found to have more developed skills and better final grades.
On the other hand, in the professional world, according to a survey conducted by Great Place To Work, it was found that a good reward system leads to changes in attitudes and opinions about their jobs. Employees found promotions to be three times fairer, and were twice as likely to feel that their jobs encouraged innovative thinking and allowed them to grow and go further in their careers.
Rewarding processes seems to be a more productive option, it appeals to intrinsic motivation, where the end is the process and its learning. And if we set learning or mastery goals, we ensure an environment of trust, personal growth and continuous learning.
Now that we know why it is important to recognize processes, it remains to answer what and how we can do it.
To answer the question "What to reward," we have based ourselves on five aspects to reward proposed by Jennifer Vecci, an expert in incentive and recognition programs:
● Relationships: The ability to generate working relationships with other customers, suppliers and others external to the company is invaluable. It can generate word-of-mouth recommendations, business opportunities and prestige.
● Teamwork: Why reward only the salesperson who conducts the negotiations? Sometimes we ignore the other people who made the process possible and were involved to make the whole operation possible. Rewarding the entire team that supported and maintained a process, gives a sense of worth and can be a seedbed for generating new talent.
● Effort: Rewarding only salespeople who bring in larger clients with bigger budgets ignores other valuable efforts and skills such as maintaining multiple accounts and closing multiple deals at the same time.
● Open doors: Although sometimes some processes or efforts are not concluded, new relationships or attempts can open new doors and opportunities for other areas or for the company in general.
Loyalty: Keeping customers for a long time is a complex task. Recognizing the people who make your organizational relationships worth keeping is important to elevate a good service or product, especially with those people who are along a buying or service process.
Be specific and relevant: Recognition is more meaningful when you explain why. It is important to indicate the attitude, process or activity so that a relationship between behavior - reward is generated.
● Do it on time: Recognition has the greatest impact when it is done on the spot. A recognition much later may seem inauthentic or overly prepared.
● Recognition comes in many forms: Recognition beyond monetary is also important. A personalized gift, coupon, dinner or trip may be an option. It shows that we know and recognize the human aspect of people.
Don't ignore the little things: Small details during the accomplishment of a goal can have a big impact. A public thank you, an email to the whole team, a note on the desk or in the group chat is a good start.
Recognition does not necessarily have to come from a leadership position; peer-to-peer recognition can be an even more valuable reward, as it gives a sense of belonging and relevance in a team.
● Connect to something bigger: It's important to let team members know that they are part of the goals and accomplishments of the entire organization. Sharing the company's performance in the industry and how each individual contributes to those larger goals is a good incentive that makes them part of something bigger.
How to reward may vary from company to company, however, considering a recognition plan is essential to any organizational culture.
Recognition appeals to the basic needs we all have as human beings in a competitive environment. And although it will always be important to measure and reward results, focusing also on processes is to bet on continuous improvement and professional development.
At Fuckup Inc, we have created a series of workshops that are part of The Failure Program. They go beyond tactical improvements and effective communication skills. The most valuable thing you'll find in them is how much you can learn about your team, and how each person complements each other when the focus is on personal growth.
Bring these workshops to your organization to increase your team's productivity and engagement. Just fill out this form now.
Edited by
Santiago da Silva and Raquel Rojas
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