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One topic that I’ve been thinking more about is individually-tailored recognition programs. As part of my position, I’ve been tasked with improving data collection and analysis and evaluating the impact of the work we do across the organization. As such, I’m a data-driven person who seeks to recognize staff with identifying improvements in outcomes and metrics we’re tracking; however, as I build this evaluation process, it’s important to recognize that numbers are not important to everyone, and I need to consider alternate ways of recognizing improved metrics and outcomes that doesn’t make it feel like impersonal numbers, but a way of recognizing work well done, even if the recognition is data-supported- it doesn’t need to be data-forward.
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We have not necessarily been doing “stay” interviews, but a new push by our upper management has been to perform quarterly check-ins with our staff. I try to meet with each of my employees biweekly, but some of our managers oversee a lot of staff members where regular touchpoints are not feasible. Upper management has encouraged us to utilize a quarterly check-in as a mini-performance evaluation, where we discuss the areas of the job our high performers are excelling at, the areas our middle performers are excelling at but also need improvement at, and where our low performers need to “grow or go.” I’m now thinking about ways to use this quarterly check-in to not only perform a mini-evaluation, but also pursue feedback from my staff to better serve their needs.