The larger the team, the harder it is for an employee to be singled out for individual praise. And, not coincidentally, the easier it is for an employee to hide from being singled out for individual blame.
What’s better than free money?
Actually, when it comes to reward and recognition programs, quite a few things may be. So says a new study by the Incentive Research Foundation, Award Program Value & Evidence.
Have you ever been concerned that competitors have been diligently measuring the ROI on their employee reward and recognition programs, while your company hasn’t?
“If you want one thing too much, it’s likely to be a disappointment,” declares Augustus McRae in Larry McMurtry’s Pulitzer Prize-winning Lonesome Dove. “The healthy way is to learn to like the everyday things, like soft beds, and buttermilk…a sip of whisky of an evening…”
Given a choice between serving on the committee to write your company’s mission statement or a trip to the dentist, which would you choose?
The Incentive Research Foundation (IRF) released its annual trends report, and as is always the case with IRF offerings, it includes plenty of pertinent and interesting information. The 10 trends with implications for incentive travel and reward and recognition programs include:
Worker confidence increased a bit in the last quarter of 2017, according to a recent annual study by HRO Today magazine and Yoh Recruitment Process Outsourcing. The Worker Confidence Index (WCI) measures U.S. employment security from the perspective of the employees themselves, based on approximately 3,000 online interviews per quarter.
For the past few years, an incalculable number of words have been expended on the woeful state of employee engagement, both domestically and worldwide. A prominent milestone in all the back-and-forth was Gallup’s pronouncement of a worldwide employment engagement crisis, noting, among other things, that the percentage of engaged employees in the U.S.—call it 33—has remained roughly the same since Gallup started measuring engagement levels in 2000.
Many people in what we’ll call the employee industry believe that we’re shifting from the days of employee engagement to employee experience. We believe that ourselves, and what’s more, fully endorse it as a positive development. It’s a pertinent topic, but we can discuss the hows and whys another day.
For the past quarter-century, American businesses have expended untold amounts of time and money trying to engage their employees and build a company culture on a foundation of core values and beliefs, attempting to drive passion, purpose and commitment.