REWARD
has passed and the employee is back to feeling the pressures of their day job. The reality is that, in isolation, a rewards strategy won’t encourage employees to work harder and smarter or to remain loyal to the company. This is because giving a reward is transactional unless accompanied with the right kind of recognition that makes the moment special. Recognition is the secret weapon to a thriving culture and it’s this that inspires employees to deliver their best work and stay with their company for longer. When an employee is made to feel truly valued and are meaningfully
it’s colleagues or managers. Recognition technology can make this quick and easy as part of people’s flow of work, allowing employees to send appreciation messages to their colleagues and provide gift points via Outlook, for example. Smart artificial intelligence tools can even coach employees on how to ensure appreciation messages are meaningful and tailored to the recipient for maximum effectiveness. Being intentional The giving of recognition and rewards must always be intentional rather than an afterthought and so managers must put time aside to make recognition moments special. When appropriate, peers and leaders should be invited to share in the celebration, extending the invite to family members when the occasion requires it. After all, when companies celebrate successes together, employees are 20 times more likely to feel connected and want to stay with the organisation. Making it personal, specific and timely When recognising and rewarding individuals for going above and beyond, great results or even career celebrations, it’s important to make the moment highly personal. It should be focussed on creating memories and this means giving recognition sincerely and in a timely way. If giving recognition to remote workers, it must be considered how to make the moment just as special from a distance, perhaps with a virtual ceremony in which leaders and colleagues are invited to share stories and anecdotes. Sweating the small stuff While rewards can mean large, expensive items, O.C. Tanner’s research* shows that small gestures of appreciation are just as important, often valued more by the recipient. For instance, recognition moments don’t always have to involve monetary rewards or gifts but can be as simple as a handwritten thank you note, verbal recognition during a meeting or a small token of appreciation given in front of teammates. Therefore, it’s important to know when to give a tangible reward and when to simply show genuine appreciation. Incorporating symbolics Symbolic awards can be far more powerful than a large cash bonus or gift
card as they’re saturated with meaning and often stir an emotional reaction. Employees are three times more likely to remember a recognition experience when it contains a symbolic award, which is why their use as part of a rewards strategy is so important. When presenting a symbolic award for a career anniversary or significant accomplishment, the recognition element is equally as important as the award itself, as the recipient must understand the significance of the award and how their contribution fits into the bigger picture. Managers may also choose to invite personal ‘thank yous’ and anecdotes from colleagues to make the experience as intimate as possible. Teaching recognition Not all employees, or even leaders, automatically know how to give recognition in a meaningful and impactful way. And so, for recognition and reward to work harmoniously, organisations should consider investing in resources and training on recognition best practices. For instance, managers should be trained on: l why recognition matters l how to personalise recognition in a meaningful way l why recognition is important for both large and small accomplishments l why recognition should be a priority l how to give recognition purposefully. Recognition and reward - the perfect marriage While giving rewards to employes is important, a rewards strategy should never be implemented in isolation. It must always work together with a recognition strategy which champions employee appreciation and communicates why this is important, every single day. When employees recognise each other frequently for their great work, it connects them with a shared purpose and meaningful appreciation. Conversely, if recognition is infrequent or absent, employees are more likely to feel neglected and disconnected from their colleagues. It’s important to remember that even the costliest employee gifts can’t compensate for a poor, unappreciative culture. This is why recognition must always be at the very heart of a rewards strategy and become part of the everyday employee experience. n
recognised for their efforts and achievements, they not only feel
connected to their peers, managers and the organisation, but they feel connected to the organisation’s purpose and business objectives. They’re essentially rooting for the company and actively want to play their part in its success. In fact, O.C. Tanner’s Global Culture Report* found that when recognition happens frequently and in meaningful ways, employees are eight time more likely to feel a strong sense of belonging and are five times more likely to want to stay with the company for two years or more. Plus, a thriving culture means it’s an incredible 15 times more likely!
What does great recognition look like? A recognition programme should
aim to integrate appreciation into the everyday culture of the business so that recognition is given, received and witnessed daily. It must also include the following key elements. A focus on purpose and values In every instance, recognition must be linked to company purpose and values so there’s a clear understanding of why someone is being recognised and rewarded. So, which organisational value is the person demonstrating, such as innovation, teamwork or excellent customer service? By connecting every accomplishment to the bigger picture, this reinforces what the company stands for and is trying to achieve. Inclusivity – enabling everyone to give and receive recognition Everyone should be given the means to recognise and reward others, whether
*Insights taken from O.C. Tanner’s Global Culture Report: https://ow.ly/axxU50UVwwx.
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| Professional in Payroll, Pensions and Reward |
Issue 109 | April 2025
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