For any organization to be highly successful, it should have talented
employees who are motivated to achieve results and are highly engaged
with a clear vision of short and long-term goals. It is therefore not
surprising that in a recent survey of over 800 HR Executives published
by Human Resource Executive Magazine in August 2010, 46% of executives
indicated that one of the biggest challenge they face is ensuring
employees remain engaged and productive. Best practice research indicates that organizations that reward and
recognize their high performing employees have significantly higher
employee engagement and achieve their business objectives. What then is employee engagement? Employee engagement is the buzz phrase for the sum total of all
factors that drive employee performance and retention in an
organization. The Gallup organization defined employee engagement as
"an employee's involvement with, commitment to, and satisfaction with
work." AlphaMeasure, another company that provides organizations of
all sizes with a method for measuring employee engagement defined
engagement as "the level of commitment and involvement an employee has
towards their organization and its values." Research on engagement, job satisfaction, retention and stress levels Recent research indicates that high potential employees who are
engaged are unlikely to leave their company, other studies indicates
that when employees are highly engaged they always measure high on job
satisfaction surveys, are less likely to leave and experience low
stress levels at work (Evisia Learning, 2006). This means that
whenever employees are highly engaged on the job they also experience
high job satisfaction. The relationship between employee engagement
and job satisfaction will be addressed in a future article. The Hay
Group found in a study that highly engaged office workers were 43%
more productive than less engaged co-workers. Various studies have found that among other factors, the influence of
employee engagement, the employers' culture of rewards and recognition
play a key role in positively influencing employee engagement, job
satisfaction and retention of critical talent. Key principles to guide the setup of reward and recognition programs The following are some of the principles that should guide the
development of an effective recognition program in any organization: * Recognition awards must be linked closely with the
organizations' business plan, culture, values, leadership principles
and business results. Understand the factors that affect your
organization's strategy
* Teams or units that foster diversity and inclusion, and
innovation should be weighted high in selection for rewards and
recognitions
* Must be communicated well to employees and managers at all
levels. Evidence points that organizations that communicate programs
well have employees who are more satisfied than those who do not
* Establish a reward mix that aligns with behaviours that support
your organization objectives
* Programs should offer rewards that are meaningful and flexible
for employees
* A variety of awards should be offered and for large corporations
with multiple business units and locations, there may be corporate and
divisional programs with large annual awards at the corporate level,
and small on the spot business specific awards at the divisional and
locations levels
* For an effective recognition program for a large company there
must be a balance between centralized to decentralized structures for
the administration of the programs. Decentralized structure for the
business level and location that are tied into a centralized corporate
program. On-line administration of any recognition program is highly
recommended
* To ensure that managers are not restricted in the usage of the
programs, budget should be centralized. On-line training of managers
in the selection of employees for awards should be mandatory and usage
may be tied to a manager's performance
* A significant omission in most reward and recognition programs
that could negatively affect team building and performance is to base
awards only on individual merit. Corporate level awards should have a
reflection on the immediate teams of the corporate award recipients by
way of team awards
* Establish a credible evaluation process. Employee feedback on
the operation of the reward program is key for improvement and
acceptance by employees Recommend the following practices: * Organizations should consider annual corporate awards linked to
their leadership principles, culture and business objectives.
Organizations may vary objectives periodically to reflect current
business objectives at the corporate and division levels or at various
locations, and these should be linked to spot awards.
* Clearly defined and communicated criteria for employee selection
for awards at the team, business unit and at the corporate levels. Any
criteria selected should be such that individuals who have won a
number of team awards goes on to win business unit awards before they
qualify for nomination for a corporate or company wide awards.
* Independent internal panels should be appointed for corporate awards.
* To enable teams support their strong candidates and to encourage
team performance, corporate awards program, should consider giving
small awards to individual team members of recipients of corporate
awards.
* Fair distribution of corporate awards among all business units
based on a criteria, it could be the business' overall input to
corporate results.
* Have a second sober look at any program developed, may start
with a pilot project in a small division before implementation
organization wide.
employees who are motivated to achieve results and are highly engaged
with a clear vision of short and long-term goals. It is therefore not
surprising that in a recent survey of over 800 HR Executives published
by Human Resource Executive Magazine in August 2010, 46% of executives
indicated that one of the biggest challenge they face is ensuring
employees remain engaged and productive. Best practice research indicates that organizations that reward and
recognize their high performing employees have significantly higher
employee engagement and achieve their business objectives. What then is employee engagement? Employee engagement is the buzz phrase for the sum total of all
factors that drive employee performance and retention in an
organization. The Gallup organization defined employee engagement as
"an employee's involvement with, commitment to, and satisfaction with
work." AlphaMeasure, another company that provides organizations of
all sizes with a method for measuring employee engagement defined
engagement as "the level of commitment and involvement an employee has
towards their organization and its values." Research on engagement, job satisfaction, retention and stress levels Recent research indicates that high potential employees who are
engaged are unlikely to leave their company, other studies indicates
that when employees are highly engaged they always measure high on job
satisfaction surveys, are less likely to leave and experience low
stress levels at work (Evisia Learning, 2006). This means that
whenever employees are highly engaged on the job they also experience
high job satisfaction. The relationship between employee engagement
and job satisfaction will be addressed in a future article. The Hay
Group found in a study that highly engaged office workers were 43%
more productive than less engaged co-workers. Various studies have found that among other factors, the influence of
employee engagement, the employers' culture of rewards and recognition
play a key role in positively influencing employee engagement, job
satisfaction and retention of critical talent. Key principles to guide the setup of reward and recognition programs The following are some of the principles that should guide the
development of an effective recognition program in any organization: * Recognition awards must be linked closely with the
organizations' business plan, culture, values, leadership principles
and business results. Understand the factors that affect your
organization's strategy
* Teams or units that foster diversity and inclusion, and
innovation should be weighted high in selection for rewards and
recognitions
* Must be communicated well to employees and managers at all
levels. Evidence points that organizations that communicate programs
well have employees who are more satisfied than those who do not
* Establish a reward mix that aligns with behaviours that support
your organization objectives
* Programs should offer rewards that are meaningful and flexible
for employees
* A variety of awards should be offered and for large corporations
with multiple business units and locations, there may be corporate and
divisional programs with large annual awards at the corporate level,
and small on the spot business specific awards at the divisional and
locations levels
* For an effective recognition program for a large company there
must be a balance between centralized to decentralized structures for
the administration of the programs. Decentralized structure for the
business level and location that are tied into a centralized corporate
program. On-line administration of any recognition program is highly
recommended
* To ensure that managers are not restricted in the usage of the
programs, budget should be centralized. On-line training of managers
in the selection of employees for awards should be mandatory and usage
may be tied to a manager's performance
* A significant omission in most reward and recognition programs
that could negatively affect team building and performance is to base
awards only on individual merit. Corporate level awards should have a
reflection on the immediate teams of the corporate award recipients by
way of team awards
* Establish a credible evaluation process. Employee feedback on
the operation of the reward program is key for improvement and
acceptance by employees Recommend the following practices: * Organizations should consider annual corporate awards linked to
their leadership principles, culture and business objectives.
Organizations may vary objectives periodically to reflect current
business objectives at the corporate and division levels or at various
locations, and these should be linked to spot awards.
* Clearly defined and communicated criteria for employee selection
for awards at the team, business unit and at the corporate levels. Any
criteria selected should be such that individuals who have won a
number of team awards goes on to win business unit awards before they
qualify for nomination for a corporate or company wide awards.
* Independent internal panels should be appointed for corporate awards.
* To enable teams support their strong candidates and to encourage
team performance, corporate awards program, should consider giving
small awards to individual team members of recipients of corporate
awards.
* Fair distribution of corporate awards among all business units
based on a criteria, it could be the business' overall input to
corporate results.
* Have a second sober look at any program developed, may start
with a pilot project in a small division before implementation
organization wide.
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