Archive for the 'employee incentive programs' Category
A paradigm shift is a change in our basic assumptions about a standard we have been using to make decisions. In the past it was deemed quite revolutionary to move away from the accepted norm but within our rapidly changing environment, and knowledge storm that comes with the internet, changing our mind about many things happens often.
Employee recognition is one of our paradigms that has changed over the years from a “nice to do” business tactic, to almost a necessity to maintain and grow employ performance. It is a given in many circles, but a tool that is often misunderstood and never or rarely used as often as it should be. We haven’t met an executive yet who didn’t agree that employee recognition should be a focal point, but when asked what they do in their own organization they refer to the years of service program that doles out 5 year pins and other innocuous awards for just being there! If you want to get more benefit out this proven successful strategy, here are a couple paradigm shifts to consider:
- Think about recognition as drivers of performance, not rewards for something after the fact.
- Get creative with it, use some humor when feasible. It is a serious practice, but that doesn’t mean it can’t be fun.
- Do it as often as possible make it visible, when employees see the best people being recognized, the want to emulate them.
- It doesn’t have to cost much. The “big thing” these days is recognizing through social media, and that’s certainly effective.
- Think about getting away from technology once in a while. A hand written note on nice note cards can be as or more memorable as the shiniest plaque.
- Look for new opportunities to celebrate; there are hundreds at your disposal if you’d just take a few minutes each day to look for them.
- Think outside your department or even company. Saying thanks to those who serve your company connects them more closely to your overall objectives
Employee recognition doesn’t have to go stale. It works effectively at improving the performance of your people. The time and attention you give to keep it refreshed will be returned tenfold in a culture that nurtures success.
Research by Bersin & Associates shows the impact of employee recognition on the bottom line. As we’ve seen with other research on the subject, successful companies use recognition to motivate the performance of their associates and drive strong business performance and accountability.
In the yearlong study Bersin showed that employee recognition can produce some surprising results. After defining and measuring what a “high recognition company” was, they concluded that those companies dramatically outperform like organizations by 12 times in a wide range of business outcomes. In addition those companies had 30% lower voluntary employee turnover which equates to millions of dollars in savings for those corporations.
These “high recognition companies” structure recognition systems that allow peers to “thank and provide feedback to peers,” not just use managers to do it. By giving employees open access to the program everyone can see who is being recognized and for what. They can create an entire organization of previously unsung heroes to get the credit they deserve. As this form of recognition creates positive reactions from both the giver and receiver, it makes everyone happier and more productive.
Simply saying ‘Thank You’ is a management tool that has been around for years, allowing the front line employees to do it by themselves is a relatively new phenomenon in business, but one that has proven its worth. Take a look at what a very successful CEO, Robert Eckert, retired CEO and Chairman of Mattel had to say about ‘Thank You’ and how it affected his career.
Recognition works; it will drive bottom line results and achieve a wide range of business objectives. If you haven’t made peer to peer “thank yous” as a part of your overall effort, you’re probably missing some big opportunities.
By the way, in the spirit of shameless advertising, the Award of Choice makes a perfect award for peer to peer programs….they are easy to administer, cost effective and exactly what your employees want.
According to First Data research, store specific gift cards are more popular than credit card-branded gift cards for incentive programs.
The “Prepaid Business Incentive Report” showed that over 37% all incentive budgets are used for some type of gift card, a large percent considering the numbers of incentive categories there are. It also mentioned many other types of incentives such as service award merchandise and travel only made up budget shares in the single digits.
This is truly surprising growth; less than twenty-five years ago gift cards didn’t even make up 1% of incentive budgets. Traditional merchandise incentive suppliers have painstakingly attempted to quash this growth of gift cards with all manners of negative selling but to no avail. For every 100 sales reps calling on American corporations trying to sell them incentives, there is only about one selling gift card systems.
The respondents of the survey were companies employing over 100 individuals and represented industries as disparate as manufacturing, government, retail and communications. Of the 37% of budgets using cards, 20% were single merchant cards and 14% were network branded open loop cards such as Visa and American Express, and 3% was paper gift certificates. The balance of the budgets was made up of 6% in merchandise, 4% to points based programs, 3% to travel, and 14% to plaques, pins and logoed apparel. Cash and cash like awards made up the rest with approx. 36%. At one time cash was in excess of 60% of all incentive budgets, maybe more.
The reason companies prefer closed loop merchant gift cards vs. bank credit cards was attributed to a variety of factors. These include employee preference (38%) followed by physical proximity and past ordering history. When purchasing large quantities of certain merchant gift cards, the company can receive a volume discount, but it is administratively and financially difficult to source several cards like this. In addition they lose the advantage of having a gift card system that offers hundreds of different cards giving the employees a great choice. One disadvantage of using open ended bank type gift cards is the fee. As most gift card denominations used in these types of incentive programs are $25 and some $50, these fees can represent as much as 15-20 additional cost over the face amount of the card.
The most common reason for using gift cards as employee awards were employee recognition (which includes safety awards) at 48%; service anniversary awards at 36%; year-end holidays 32% and employee health and wellness goals at 12%.
All companies are in business to succeed, they all want to win. And as a part of that commitment they all try to engage their employees with a sense to perform and to accomplish goals. Thus, the feedback you give to your employees along the way can be very powerful and can either motivate or deter employees from achieving objectives.
There is a fine line in giving positive feedback, there are many managers and executives who actually shun the practice for fear that it can breed a sense of entitlement in those who receive it. When you are managing to win and pushing for results, feedback that challenges the degree of discretionary effort is necessary. No one is perfect; we can all learn and grow from our mistakes. But, depending on the aspects of the negative feedback employees can easily forget the many times you gave positive feedback that might have preceded it.
Employee engagement grows where positive feedback is in play, but when it’s done often informally (“thanks, great job”) it can be taken for granted and not as meaningful as when done on a more formal basis. When positive employee feedback always comes in a casual manner, it can become and entitlement. And when that occurs and you are into more aggressive discussions while pushing for more improvement the positive feedback can be forgotten.
To counter this potential problem, especially if you’re not doing it, you might want to consider making some warranted positive feedback on a more formal basis. Understand who your recognizing, how they want to be recognized, and do a little planning before initiate the feedback.
We all want to succeed, and we all push for results. Make sure you balance any formal negative feedback with equally formal positive feedback when warranted.
According to research conducted by Gallop consultants Megha Oberoi and Paresh Rajgarhia …
“A company might have a world-class performance management system in place, but the system is only as effective as the managers who implement it.”
The research received data from 50,000 employees in 10 major industries and found that while effective recognition programs are key to a successful organization, there also needs to be solid relationships between managers and their direct reports to make those systems work.
The correlation of scores for the “best” manager showed a corresponding high rating for the recognition system. In companies where employees rated the systems as “poor”, the managers were also rated as “poor.” The conclusion of the researchers was simply that poor management and poor programs went hand in hand. In only 2% of those companies whose managers ranked “below average” did they find that systems were “very good.”
The research also highlighted four key attributes of strong managers:
- They clearly communicated performance standards and expectations for strong performance.
- They emphasized employee strengths rather than weaknesses.
- They worked to get subordinates to understand that the performance management system was designed to aid in worker’s skill development, not just to help determine promotions.
- They communicated frequently with their team members on performance expectations, instead of just during annual reviews.
The incentive and awards industry has known for years that front line and mid-level management, those that implement the program, are critical to the program’s success. It is clear that a good system is important, but the human element is more important. This was clearly shown in this research when the consultants said:
“Companies that want to increase organizational and employee performance and productivity should invest in getting the right managers in place and support them in engaging their employees.”
For a complete summary of this research by Megha Oberoi and Paresh Rajgarhia, please click here.