We’d like to thank you for checking out this blog. You rock.
And we’re saying ‘thank you’ because we want to demonstrate the power of recognition.
‘Thank you’ motivates and empowers. It makes you want to do better - again and again. It’s the very foundation of a successful employee recognition and reward programme designed to generate results that have a significant impact on the health, wealth, and wellbeing of your business.
So once again, thank you!
What is employee recognition?
Let’s get back to basics and look at what ‘recognition’ means.
Recognition (noun): *
- An act of recognising or the state of being recognised.
- The identification of something as having been previously seen, heard, known, etc.
- The perception of something as existing or true; realisation.
- The acknowledgement of something as valid or as entitled to consideration: the recognition of a claim.
- The acknowledgement of achievement, service, merit, etc.
- The expression of this in the form of some token of appreciation.
In the context of our employees, recognition is the action we take to show our appreciation and gratitude for their contribution to the business. It can acknowledge the efforts of an individual (or a team) for their outstanding work, sales figures, meeting challenging deadlines, contribution to the growth or culture of the company, achieving industry qualifications, length of service, or a customer commenting on amazing service or support. Or just being the person who unfailingly and without complaint loads and unloads the lunchroom dishwasher.
Whatever the reason, it’s that ‘wow, you did good’ moment. And we’d like to thank you for it.
Employee recognition in its purest form is openly and sincerely acknowledging an employee’s contribution to the business. And expressing your appreciation for their efforts with a call-out in a meeting, a mention in a newsletter or on the intranet, or even just a high five.
Many organisations now support employee recognition with a structured employee rewards programme designed to be a powerful strategic tool.
A well-designed rewards programme can give your business a competitive edge when recruiting new talent. It can improve employee engagement and morale, reduce attrition, improve retention, and increase productivity. And it can also support and champion your company culture and values with altruistic rewards to special interest or community groups or not-for-profit organisations.
What are some examples of employee reward programmes?
Employee rewards programmes can vary in complexity depending on the culture and size of business. Recognition and rewards will vary from organisation to organisation, and how you appreciate employees will depend on your unique company needs.
For a smaller business, it could be a calendar-based programme with a series of employee or teammate of the month awards, a company outing to celebrate an achievement, or a selection of rewards and hand-written gift cards.
For a larger organisation, a more sophisticated reward and appreciation programme may combine a point system, a social wall, and meaningful peer nominations, and culminate in a formal event.
Google consistently rates highly as an employer. So what makes their rewards programme unique - and successful? They divide their rewards into three categories:
- Giving experiences, not money: Recognising that large cash rewards fostered a culture of jealousy and resentment, they replaced it with a rewards programme that offered experiences including travel and meals out. The feedback from employees was that they found the experiences more fun, more memorable, and more thoughtful than the cash rewards - engendering a more positive emotional response.
- It’s the thought that counts (and it doesn’t have to be expensive). Some of Google’s most appreciated rewards are relatively low in monetary value, but score high in terms of the thought and care they show. And Google takes on board what their employees say makes them happy.
- Google runs two types of bonus reward programmes. One where managers can reward the employees who answer to them with cash or a non-cash reward, and the other where peers can nominate others to receive a set value reward. This option acknowledges that a manager may not always see or appreciate individual efforts when out of immediate line-of-sight.