How Recognition Programs Fail.

Looking for recognition ideas that get results?  Here are two keys to success -

The most common characteristics of high-ROI recognition programs - regardless of their monentary value - are their spontaneity and perceived value by workers themselves.

In reality, the cost of some of most effective spot awards and bonuses often amount to less than 1% of base pay - and the awards don’t even have to be given in cash.

Less sense of entitlement

Part of the problem with traditional end-of-year or quarterly bonuses (apart from the fact that they cost corporations an average of 10% of base pay) is that employees expect to receive them for reaching certain goals.

Sometimes workers simply expect it no matter what. for example, at many firms, an annual holiday bonus is viewed as an entitlement and individuals  inevitably grumble that it’s not high enough. on the flip side, with spontaneous awards and bonuses, workers are often pleasantly surprised.

Benefits consultant Ken Stahlmann spells out four keys to making the latter kind of awards work, even when they’re lower in cost -

1. Creativity is crucial

The most effective programs typically give out awards weekly or monthly. to avoid over-stretching the budget - and avoid a ho-hum attitude establishing in - creativity is a must.

One way that never gets old -  combining time off with a second, non-cash award. Example -  One firm gives a half-day off in combo with movie passes once a month.

Another, at weekly staff meetings, holds a random drawing for a dinner gift certificate, plus permission to leave work early once.

2. Make it personal

Rewards have more lasting impact when they’re geared to people ’s personal needs or interests. Two examples -

• one firm with many foreign-born, low-wage workers awards a $20 pre-paid phone card after 90 days of service, and a $100 card for outstanding work, and

• another company with a lot of sports nuts took several top-performers to a ball game. Managers said it was the best $200 they’ve ever spent respecting creating ongoing enthusiasm.

3. Add structure

The awards may seem spur of the moment, but top programs have a fixed budget and structure set before anything is handed out. Example -  One retail firm awards “points” for good work. Folks can then trade in their points for store merchandise.

By letting people  bank points for additional valuable rewards, the business saw a solid jump in retention.

Other organizations prefer to let employees reward each other. for  instance, a small health care provider keeps a “goodies box” on-site - paid for in petty cash and stocked by employees themselves.

When someone spots a colleague going the extra mile, he or she pulls out a prize and awards it.

The program is a immense hit -  It’s immediate and personal, yet structured.

4. Don’t let good intentions backfire

Most spot awards go over well. But keep these four issues in mind -

• for most cash or cash-value awards, there are tax implications (just as with traditional bonuses)

• Awards need to be spread around or else resentment can creep in

• Make certain honorees don’t mind being the center of attention (some firms have accidentally alienated people  they tried to reward), and

• Make certain the reward is something people  actually want. One firm that awarded a VIP parking space next to the Chief Executive Officer (CEO) found no one used it. No one wanted the Chief Executive Officer (CEO) knowing what time he or she came and left.