I was asked recently how are internal (staff) award schemes faring in the current economic climate. My response ran something along the following lines.
Awards schemes tend to fall largely into 2 types – Incentive programmes and Recognition programmes. The former are geared at motivating a target audience to perform a certain activity – often a sales team to increase a sales related activity, from calling to closing. They can be useful tools in inducing or encouraging other behaviours also e.g. promoting and rewarding innovation.
Recognition programmes, unlike incentives, don’t always offer a reward as an inducement. The recognition itself – being thanked in essence for a job well done – is deemed to be enough. Being recognised by peers for going the extra mile, particularly if this gains some level of appropriate publicity, is a fantastic emotional motivational tool. Making it personal is important. Awards are often used to highlight the value of the scheme, help promote it and make a fuss over a select number of people.
Recognition programmes are primarily deployed to drive particular behaviours, frequently aligned to culture and values. Participants are recognised for they’re behaviours that reflect the company’s values.
In both cases, group rewards i.e. events, experiences, travel, have significant additional benefits, primarily in helping build a community within the business. Shared experiences also get talked about, often becoming something of legend – great publicity for a programme!
Many recognition programmes come about as a result of companies listening to their staff. Employee surveys usually ask questions around recognition e.g. “have you been recognised for your work in the last 7 days”. Responses on these questions can frequently be poor. A well thought out programme, particularly when design involves the audience, can have dramatic effects on these future responses.
Incentive programmes and recognition programmes have remained pretty robust over the last few years.
Well designed, managed and communicated programmes will always deliver excellent value. In many cases, incentives in particular, they’re measurable i.e. there are tangible results which at least in part can be attributed to the programme. The cost of simple recognition programme when viewed on a per employee basis, particularly with the movement to digital platforms, provides a compelling case for no company being without one.
The biggest challenge is for companies to realise a budget when, unless something’s already in place, nothing has been set aside. As mentioned above, the benefits and maths all work, so once businesses review the case in close detail, invariably schemes get adopted.
