Employee Reward and Recognition Plans Require a Glass Slipper

Friday, March 28, 2014

 

The issue with many reward and recognition plans is they often apply the same measurement values and provide the same payoff for different groups of employees.  While it may seem obvious that jobs such as truck drivers and accountants have little in common, some organizations measure, recognize, and reward both groups using the same criteria and formula.  It is little wonder way such programs fail to measure up to the organization’s expectations.  The goal of all employee compensation, benefits, reward, and recognition efforts within an organization is to maintain and/or modify individual or group behavior to meet the business needs of the organization.  While this may seem Machiavellian, the individual cannot succeed unless the organization succeeds.

 

Employee reward and recognition plans work best when designed and implemented with the aide, support, and participation of front line supervisors and managers.  These are the individuals who observe and interact with employees daily and should be the major decision makers as to who is or is not rewarded and recognized.  They are also the very individuals who must sell the plan and its payoffs to the workers.  Front line supervisors and managers stand the most to gain or lose when deadlines are missed, quality standards are not meet or customer satisfaction levels falter.

 

The falsely of many reward and recognition plans is that rewards must be large dollar amounts or recognition must include a 30 day world cruise.  In reality, reward and recognition must be in proportion to the efforts of the individual.  A truck driver that completes one million accident free miles and the new accounts teller who open their one hundredth new account may not receive or value the same reward and recognition.  The truck driver may value a day off to send with the family whereas teller may appreciate a gift card.

 

In an era where many organizations continue to struggle to acquire and retain talented employees, even in the face or a slowly recovering economy, reward and recognition plans can and do play a significant role in the acquisition and retention of talent.  As part of an organization’s efforts to attract and retain workers, reward and recognition stand head and shoulder with competitive pay, benefits, advancement, and development opportunities.  However, as each generation of workers are recruited; reward and recognition plans must be valued by each generational group.  Clearly, this takes an understanding of what motivates each generation with the knowledge that generational cohorts are not cut in a cookie-cutter pattern.

 

As with virtually every other aspect of our lives, social media has a role in employee reward and recognition plans.  Social media can be multiplier of reward and recognition communications by its almost instantaneous dissemination of the accomplishment.  What better way to succinctly tell the story of an employee’s achievement than through a pre-designed network of co-workers.  Such a technique is keenly effective and motivational with selective generations.