The problem with adhoc public praise is that it invariably gets unevenly applied which makes people feel unvalued if they work on a less visible or more esoteri

The problem with adhoc public praise is that it invariably gets unevenly applied which makes people feel unvalued if they work on a less visible or more esoteric part of a system. It may actually result in them being undervalued because some manager who has twenty reports, never sees Bob get any :claps: and so begins to assume bob isn't generating value. Ultimately this about measuring and rewarding value generated which I prefer be evenly applied, objective as possible, transparent, and continuous. I prefer a culture of professionalism - a premise that we're all good at what we do and we all have agreed on some process to determine what is valuable to work on so we don't need continual praise - if the work wasn't valuable we wouldn't be working on it.