Companies spend billions of dollars on recognition programs each year. While recognition done right improves morale and productivity, most of the money spent is wasted because people in most organizations still don't feel recognized. Research shows employees often want something very different from the plaques and awards most companies rely on for recognizing employee contribution. In this thoroughly updated and expanded edition, author Cindy Ventrice explores how managers need to adapt their recognition strategies to deal with global, virtual, and generational realities. Additions include chapters on workplace culture, fairness, and remote communication. -- from the publisher.

Foreword -- Preface -- Introduction: Real results -- Employees Want To Love Their Work: -- Recognition that works: -- Missing the mark -- What makes recognition work -- Elements of recognition -- Finding recognition everywhere: -- Understanding the motivation connection -- Recognizing purpose and quality -- Recognizing trustworthiness -- Recognizing individual value -- Recognition is everywhere -- Recognition starts with your relationships: -- Sticky recognition -- Everything else is secondary -- Employees have their say -- Filling the other guy's basket -- Creating loyalty -- How do you measure up? -- Dangers of intracompany competition -- Whose Job Is Recognition, Anyway?: -- Managing for the greatest impact: -- Most important role -- 50/30/20 rule -- Manager's opportunity and responsibility -- Building on the relationship foundation -- What exceptional managers do -- Going it alone -- Leading with vision, visibility, and momentum: -- Developing a recognition culture -- Showing value through action -- Leading recognition programs -- Partnering with program administrators: -- Administrator's supporting role -- Their good intentions -- Leveraging HR's work -- Making recognition the responsibility of every employee: -- What one person can do -- Understanding peer recognition -- Taking responsibility -- Simple and effective tool -- Using self-recognition to improve quality: -- Taking the initiative -- Celebrating recognition days -- Using individual development plans -- Adding self-recognition to the mix -- Making Recognition Work: -- Getting specific and relevant: -- Lesson from a fortune cookie -- What do values have to do with recognition? -- Linking goals to individual performance -- Specific recognition makes their day -- Measuring for results: -- Why measure? -- What to measure? -- Collecting data -- Aligning recognition with culture: -- Doing a culture check -- Considering industry and job preferences -- Identifying generational preferences -- Dealing with a dispersed workforce -- Changes in global team recognition -- One size doesn't fit all: -- Personalizing individual recognition -- Process of individualization -- Identifying the contribution -- Manager's or supervisor's responsibility -- Determining personal preferences -- Putting it all together -- Case Study: Recognition misses the mark -- Dealing with the fairness paradox: -- Treating everyone the same -- Four rules of fairness -- Setting expectations -- Recognition is a work in progress: -- Importance of commitment and planning -- Keeping one ball in the air -- Making a plan -- Step 1: Determine the current state of recognition -- Step 2: Plan your recognition strategy -- Step 3: Commit to a continually evolving implementation -- Where do you go from here? -- Appendix: Sample employee surveys -- Resources -- Acknowledgments -- Notes -- Index -- About the author.