No. Don’t do it. Employee-of-the-month programs are a notoriously bad idea.
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The problem with employee-of-the-month programs is not so much with the concept, but with the execution. The concept is a noble one: Every month the organization will review the employee population and single out that one individual who, in the month past, has achieved some remarkable success or has otherwise performed exceptionally well. That’s the theory.
In practice it doesn’t quite work that way. To begin, every month the company names one winner. What does that make all of the rest of the company’s employees? The answer: losers.
Another problem comes up in determining how the lucky employee will be selected each month. Will there be specific criteria, like getting the highest score on the customer satisfaction survey or bringing in the most new accounts? What will you do when, month after month, Esmerelda gets the highest score and once again qualifies as your employee-of-the-month? Pretty soon people will start to resent both the program and Esmerelda. Esmerelda will discover that her life is far more pleasant if she does a mediocre job to avoid being stigmatized as the employee-of-the-month one more time.
What if you don’t have criteria and just cast about for nominations every month? With no criteria, there will be little relationship between the person earning the accolade and the quality of performance displayed. If the tangible rewards that accompany being named the monthly winner are significant (a reserved parking place close to where the CEO parks, a free dinner at a decent restaurant), it will soon devolve into a popularity contest. If there are no significant perks other than having one’s name engraved on a little bronze fitting on a little wooden plaque, then it will soon become the monthly drawing of a name from a hat.
Companies and their managers rush into employee-of-the-month and other trinket programs because they seem like easy fixes, not realizing the amount of energy that it takes to make the program work effectively month after month. A program that kicks off in January will get a lot of attention through March or April. By May the program is becoming familiar. By July supervisors are unresponsive and ignore requests for nominations. And around September you’ll start hearing the comments, ‘‘Is it time for that damned employee-of-the-month program again?’’
The worst thing about an employee-of-the-month program is that it denies the supervisor’s responsibility for being the primary dispenser of employee recognition. If a company has an employee-of-the-month program, then the supervisor can rationalize his failure to recognize good performance on his subordinates’ part by saying, ‘‘That’s the responsibility of the employeeof-the-month program.’’
To test whether the employee-of-the-month concept is really a valid idea, test it yourself. Then next time you’re in an office, restaurant, or hotel that proudly posts their plaque of employees of the month, locate one of the recipients and ask that person, ‘‘What did you actually do to win the employee of the month award?’’ Most of the time the person will simply respond, ‘‘I have no idea.’’