How to Get An Employee Recognition Program Right

Effectively recognizing employees, motivating people, and building a positive company culture.

Because it’s demotivating, a poorly executed employee recognition program is worse than having no recognition program at all. Adam Tartt, COO of MyEmployees, offers some advice for effectively recognizing employees motivating people in general, and building a positive company culture.

In this article, Mr. Tartt addresses questions that many executives are asking about recognizing and rewarding top performers. He offers three tips for getting employee recognition right and address these topics:

Common pitfalls of employee recognition programs
What to consider when setting up an employee recognition program
How to develop the desired culture

Frequently Asked Questions

Why does employee recognition often fail to improve performance?

Employee recognition often fails because it is disconnected from the behaviors that actually drive results. The article explains that recognition programs become ineffective when they are generic, infrequent, or perceived as automatic rewards. When recognition is not clearly tied to execution, accountability, or problem‑solving, employees see it as symbolic rather than meaningful, and performance does not improve.

What distinguishes effective employee recognition from ineffective recognition?

Effective recognition is timely, specific, and directly linked to actions that matter operationally. The article emphasizes recognizing behaviors such as ownership, adherence to standards, problem‑solving, and teamwork—not just end results. Ineffective recognition, by contrast, focuses on broad praise or tenure‑based rewards that do not reinforce the behaviors the organization needs to sustain performance.

How can leaders use recognition to reinforce a high‑performance culture?

Leaders can use recognition as a management tool by consistently reinforcing desired behaviors in real time. The article highlights that when leaders recognize employees for doing the right things the right way, it clarifies expectations and builds trust. Over time, this disciplined approach to recognition strengthens engagement, reinforces accountability, and supports a culture where performance excellence becomes the norm rather than the exception.

Meet the Expert

Dan Sullivan

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Dan Sullivan is an Advisor and serves on the TBM Board of Directors. He is a coach at heart and is passionate about operational excellence, cultural change and results.