Q&A with Reginald Pearson on How Recognition Helps Drive Performance

Environmental Services Unit Director Reginald Pearson buys a few televisions throughout the year to give away as prizes to his team during EVS Week. Two employees won televisions this year; one who had a health problem, the other a floor technician who felt discouraged when he needed to fill in for a housekeeper. For both associates, the prizes filled them with tears of joy.

“It means so much to our associates to win any prize or award,” Pearson says. “Whether it’s a television, a paid day off, or just recognition in a team huddle, this is an opportunity to build them up. They want to know they are appreciated and that there is hope for the future.”

Pearson says managers need to appreciate the importance of recognition on their team’s performance. One of the television winners was teary-eyed and after also winning a crockpot, he announced to the staff he was giving it to his mother. The entire 110-person EVS team at Brookwood Baptist Health in Birmingham, Ala., applauded him in a show of solidarity.

Pearson has built a recognition program with a singular purpose: to show his associates that they are valued. For example, he was instrumental in bringing back service anniversary pins for Crothall associates. He recently shared his approach and several other tips that can help managers enhance their recognition programs.

Q. What are your guidelines for recognizing employees’ good work?

There are three easy guidelines anyone can follow. First, you see people in your huddle every day. It only takes a moment to recognize them and make them feel good about themselves.

Next, be consistent. We give out awards and celebrate every month. We also keep it fresh and find different ways to recognize people. Sometimes we play music or give away cupcakes. I always participate in these events and let everyone know it takes a team to reach our goals.

Third, use the resources provided by the company. For example, money for the GEM Frontline awards doesn’t cost anything, yet some managers don’t spend any of their GEM funds. GEM posters are free, yet some managers don’t put them up. That is on us by not taking the time to do that.

Understand that just about any kind of recognition is critical. A tiny anniversary pin means so much to them. That’s what makes us successful.

Q. What is your criteria for rewarding individual associates?

I use a 3-point rating system, and everyone knows exactly where they stand: 1) attendance, 2) personality, and 3) performance. It starts with consistent attendance. Everyone has emergencies, and we understand that. But you can’t do the job if you aren’t at work.

Personality is how you communicate with co-workers and patients. When you come to work, you need to have a positive attitude. If you complain about the nurses or your co-workers, it doesn’t help anyone.

Performance begins with taking care of people according to our standards. But it also comes down to pride in the job. Are you the person who makes sure the job you do is the best?

Think about it this way. Understand that how we clean and disinfect a patient room could cause someone to get sick if you don’t do a proper job. Making sure you’re using the right chemicals, your bottles are all labeled, and that your cart is set up correctly. Take pride in the work you do.

Q. Despite these guidelines, some people still struggle. How can managers help them?

I recently spoke with an employee with poor attendance, and it also affected his attitude at work. We sat down and I let him know we are here to help. I found out he had a problem getting to work and other problems at home.

There were a couple of solutions. First, we connected him with our Employee Assistance Program to get the proper counseling. We also figured out how to get him to work on time. Afterwards, he said he appreciated that I took the time to help him and his performance improved considerably.

For managers, it often comes down to showing compassion for your people. Many associates who struggle don’t think anyone cares about them. It often comes down to showing them you care. Try to make every decision from the bottom of your heart. Everyone appreciates that.

Q. What advice do you provide to associates who say they never win a GEM award?

I have people who say, “I never won.” When that happens, we make sure they understand our criteria. I let them know, “If you want to earn a GEM of the Month award, I guarantee you I can help you get there.”

I give them that roadmap with the skills they need to develop. And often, they will do it. And it’s amazing because once a person wins, they appreciate the fact that you gave them the feedback.

I do know this: People are competitive. They want to be recognized. They will appreciate your feedback. As management we must be empathetic and compassionate with our staff, we should do this because everyone deserves love or kindness regardless if reciprocated.

Q. How do managers keep associates motivated while still hitting their performance goals?

It starts with the manager’s attitude every single day. You want each associate to see the positive energy you bring to the job. Even if you are having a bad day, don’t get discouraged. If you show people you are having a bad day, so will they.

I know that can be hard, but you have no choice when you are trying to motivate and lead others. Each associate’s mood starts with the manager’s attitude every single day. You want each associate to see the positive energy you bring to the job. Even if you are having a bad day, don’t get discouraged.

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Reginald Pearson is one of our great Recognition Champions, should you ever want to talk to him, he is available at Reginald.pearson2@crothall.com

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