Mike Azzalina, M.Ed., is an Instructor and Implementation Coach at the IIRP with extensive experience in education administration and leadership development. As a former elementary school principal and as an instructor and coach he has led teams to great success in schools across the country, developing skills with emerging leaders while honoring the knowledge of tenured leaders. He shares his reaction to a recent NPR article focusing on employee retention.
In our current economic climate, employee retention is increasingly challenging. Leaders continue to search high and low for the game-changing act that will keep people in an organization. The simple yet powerful act of recognition may hold the key to transforming workplaces and enhancing morale. A recent NPR article, Want to keep good workers? Praise them, a new study finds, highlights research from Gallup, showing that employees who receive frequent praise not only feel more valued but also demonstrate higher engagement and a greater commitment to their organizations.
This connection between recognition and retention aligns seamlessly with restorative practices, which emphasizes accountability, support, and the building of strong relationships within teams. The article highlights that recognizing others for their work and accomplishments can help employees feel a sense of belonging. This leads to increased motivation for continuous self-improvement and a recognition that the uniqueness they bring to the workplace is a strength.
Implementing a culture of recognition can lead to profound shifts in workplace dynamics. When employees feel appreciated, they are more likely to contribute positively and collaborate effectively, creating an environment of trust and respect. By incorporating restorative practices, such as celebration circles, which encourage employees to celebrate their own accomplishments as well as those of colleagues, organizations can ensure that recognition is not relegated to mere formality but is genuinely woven into the fabric of daily interactions. When I served as an elementary school principal, I would do a Recognition Week once a month during which staff chose a name from a hat on a Monday. On Friday, they would fill out a provided Positive Postcard celebrating what their chosen colleague did that week. This is an example of synergy that fosters an inclusive atmosphere where everyone feels inspired to bring their best selves to work, ultimately driving organizational success and employee satisfaction.
Restorative practices emphasizes proactively building relationships and recognition complements this value by establishing trust and open communication channels. By prioritizing employee recognition, organizations not only enhance individual well-being but also contribute to a more collaborative and resilient workplace. When employees continuously improve themselves through professional development, how can they be praised? Empower and support them further by giving them the opportunity to present and teach others the great learning they are experiencing. This alignment between recognition and restorative practices underscores the importance of maintaining an inclusive environment where individuals feel valued. Ultimately, investing in recognition is not just about improving retention rates; it’s about cultivating a workplace culture that thrives on mutual respect, shared success, and self-improvement.
At the IIRP, we provide courses that guide people to find the practitioner within themselves. Starting as early as our initial course, RP 504 Foundations of Restorative Practices, students develop and practice the skills to be more explicit in their professional and personal lives. In RP 517 Restorative Approaches to Leadership, leaders are taught how to self-reflect on their values and experiences while creating a leadership plan that focuses on internal and external goals. More advanced courses, such as RP 667 The Challenge of Change: Intrapersonal and Relational Models and Strategies, provide clarity about how change impacts our organizations, especially the people within them. How can we keep others engaged, motivated, and part of the process in a meaningful way?
Through these and other courses, we aim to equip our students with the knowledge and skills necessary to embed and utilize restorative practices intentionally. In a world that is constantly changing, consistency and support in the places we work are crucial principles. People want to feel they have value and that what they provide to an organization matters. The evolution of restorative practices allows us to create the sense of belonging people yearn for in any organization of which they are part. The use of restorative practices in the recognition of others and what they bring to the table can be the prequel for employee retention and an overwhelmingly positive climate.
