The headline isn’t a Bob Barker reference – I swear. 

Sometimes I wonder if the internet and its fire hose of information is really making us numb to the bits and bytes that truly make a difference.  Every day we see more information on employee engagement and its link to company performance (hint:  better engagement = better company performance.) 

Every day we see information that suggests that “recognition” and “validation” are major contributors to engagement.

Therefore, it follows, (is that redundant?) more recognition and validation = better engagement = better company performance.

But… are we missing the detail in the data?

Systems Do Not Equal Engagement

The conventional wisdom (or at least the overwhelming number of posts and articles in magazines) suggests that installing a recognition system will solve the engagement problem.  Fire up the computers, layer in the SaaS model, provide awards of choice – and don’t forget the millenials, ‘cuz they’re “different” – and viola! 

Houston, we have engagement.

But you really don’t.

What you’re missing – or at least a lot of folks are missing is this…

No system in the world will replace a good, caring, well-trained manager.

Reward Systems Are Not Foundations

A reward system isn’t the answer.  I will guarantee you that you can get better engagement with a great, caring, well-trained manager than you can with the most up-to-date, mobile-enhanced, socially-aware recognition system.  I will guarantee it.  I can get better engagement without the system if I focus on having great managers. 

The reward system you’re looking to buy is not your foundational element for engagement – it is simply one of many support structures.

Bad Managers = Bad Engagement

A recent article by Ann Bares at Compensation Force highlights the fact that disengaged employees are not born from bad reward systems, or even lack of recognition but from – wait for it – bad managers.  

Riffing on an article in HBR Ann states:

Although it may temporarily salve their pain — and the tough labor market may prevent them from jumping ship — not even a world-class reward program will be able to override the impact of a bad boss on employee morale and productivity.

She references the study on HBR where they showed that employees with poor managers (bottom decile) had a score of 4% engaged – while those in the top decile were 92% engaged.

Read that again.  Yeah – managers make that much difference.

Managers Are People – Not Systems

I’m all for reward and recognition systems. 

But not as an end – but as a means for great managers to reward and validate their employees.  Reward systems ENABLE great managers and provide a crutch and an excuse for bad managers.  And in some cases, the HR department and the executives are enabling bad behavior through their dependence on “reward systems.”

Systems don’t manage.  Managers do.

Systems don’t reward.  Managers do.

Systems don’t connect.  Managers do.

Systems don’t care.  Managers do.

Or at least they should.

Fix your managers before you fix your reward “system.”