The question of rewarding people for the work they do has become more of a challenge in recent years. Organisations have faced increasing challenges in the form of the multi-generational workplace and adverse economic conditions – making it at once more important for employees to receive remuneration for their efforts and harder for organisations to give it.

“I have definitely seen a significant increase in employers wanting to improve and boost their employee benefit package for their employees,” remarks Hugo Gregory, Partnerships Manager at the Electric Car Scheme. “The cost of living crisis being one of the main contributors to this, as employers look at ways of helping an employee’s money go further without necessarily providing pay rises.”

“The world of work has changed dramatically since the pandemic,” agrees Stephen Knight, Chairman, utc.travel. “While many employers are pushing for a return to the office, they face resistance from employees who have embraced flexible working and, in many cases, found a healthier work-life balance. At the same time, we’re seeing a worrying decline in mental health and wellbeing – particularly among younger men.”

Knight says some organisations are tackling this with training, dedicated wellbeing support, and smarter benefits, including access to affordable travel. “Evidence shows that regular travel and short breaks not only boost mental health but also enhance performance, reduce absenteeism, and increase overall engagement. Our clients are already reporting higher satisfaction and stronger connections across their teams.”

We’re seeing employees increasingly drawn to organisations that compete on not just salary but on the quality and the relevance of their benefits.”

“I would say people today prioritise a good work-life balance,” says Hugo Gregory. “Whilst enjoying the role itself definitely still matters, there’s a growing focus on what their employer stands for and the benefits they have to offer. We’re seeing employees increasingly drawn to organisations that compete on not just salary but on the quality and the relevance of their benefits.”

The evolution of reward

Matt Norbury, CEO of Each Person, notes how reward and recognition has evolved far beyond monthly pay with employees now expecting benefits that not only support them financially but also enrich their physical and mental wellbeing too.

He argues that this shift reflects a deeper understanding that recognising hard work and dedication cannot be just a token gesture, but is essential for job satisfaction, morale, and retention. “When people feel that their efforts are valued and that their work has meaning, they’re more motivated and fulfilled, both professionally and personally,” he says. Getting these rewards right has a far reaching impact beyond personal wellbeing, ultimately helping to reduce stress and sick leave across the workforce.

“People dedicate a significant part of their lives to work, so when their workplace fosters positivity and appreciation, it makes a meaningful difference, not only to morale but to overall wellbeing and performance,” says Norbury. “Frequent recognition of hard work and dedication, alongside genuine appreciation for everyone’s personal contribution, creates a culture where people feel valued and motivated to thrive.”

For Norbury, this aspect of reward can be seen in the growing number of organisations looking for solutions such as automated long-service awards, milestone celebrations, and simple, everyday moments of recognition – all designed to show people that what they do really matters.

“In terms of the approach to recognition, we’ve found that the most effective recognition is timely, consistent, and fairly distributed across every level of the business,” he says. “Using an automated, virtual platform ensures that no birthday or work anniversary goes unnoticed,

while creating equal opportunities for celebration and reward. When everyone feels genuinely recognised, it builds a culture rooted in positivity, connection, and shared appreciation.”

The rewarding career

David Morgan, Chief Executive of the Career Development Institute believes the definition of ‘reward’ has fundamentally shifted. “While for some a competitive salary is the necessary baseline, for many a key way employers can appreciate employees is through supported career progression,” he says. The CDI’s ‘Valuing Careers’ research found that people who are positive about their careers are nearly twice as likely to be positive about their wider lives. Morgan notes that for HR leaders, the message is that a critical form of reward and appreciation is securing a relevant, fulfilling career path for every employee. 

“Our data shows that while employees are able to develop their skills, only half succeed in changing their career path,” he explains. “This Aspiration-Achievement Gap is a crippling inefficiency. Learning and Development can be enhanced by being coupled with professional career guidance to build the confidence and mobility that employees desire.”

Investing in professional career development ensures staff feel appreciated and able to progress in their careers. This can be powerful driver of retention and organisational productivity.

A key issue highlighted by the CDI’s research is the sharp decline in career optimism among the mid-career workforce. “Positivity drops steeply to just 42% for 45-to-54-year-olds and is a severe warning siren for the aging economy,” says Morgan. “Current reward systems need to recognise career longevity. To maximise skills development and retention, reward should be redefined to include targeted ‘career re-evaluation and recovery’ interventions, helping secure an employee’s future relevance, not simply their current salary.”

A reward too far

But while organisations seek to build more effective reward structures, Mav Popat, Client Director at Kin&Co, sounds a note of warning to ensure such structures do not work against an organisation’s culture. He believes some employers are at risk of generating what he describes as ‘toxic rock stars’ through their reward structures: “These individuals in an organisation often bring in a sizeable portion of the money and work extremely hard,” he explains. “However, their success is often based on grit and pushing through and being technically brilliant but in a way that is counter cultural. In other words, these individuals achieve their outcomes in ways that do not align with the espoused behaviours of the organisation.”

Popat warns that toxicity can emerge if individuals are praised and rewarded above others because it demonstrates that if you do something ‘against’ the culture you will benefit. “This can be very damaging to a company’s culture because it makes other people in the organisation think they need to go against it in order to be praised and rewarded,” he says. “It can also raise baseline expectations across an organisation and make highly competent individuals feel inadequate by comparison. Ultimately, this can diminish the organisation’s overall resilience and risks losing talent.”

Reviewing performance frameworks and considering the ‘how’ and the ‘what’ that people do to get promoted or compensated via discretionary bonuses is important”

The answer to this, Popat says, is for HR to ensure their organisation’s behavioural expectations and competency frameworks reward not just the end results – regardless of how they have been achieved – but also the ways of working and other skills and competencies needed for the organisation to thrive, such as bringing new ideas to the table or taking an innovative approach in their work.

“Reviewing performance frameworks and considering the ‘how’ and the ‘what’ that people do to get promoted or compensated via discretionary bonuses is important to ensure that employees are not solely rewarded for technical brilliance or because they are working themselves to burnout to the detriment of their contribution and the company culture,” he says. “This is not sustainable. The ‘toxic rock stars’ also need to receive regular feedback against this behavioural framework to recognise what other qualities are also valued by their employer.”

Rewarding employees is without a doubt a complex and multi-faceted aspect of people management, and to a great extent this is the frontline where employees will be motivated or discontent,  productive or less efficient, stay or go. There are increasingly diverse ways for HR to effectively recognise their employees – the key is to ensure such recognition always sends out the right message.

Financial rewards are obviously the most straightforward and anticipated forms of recognition – after all, few employees will turn down a pay-rise, refuse a profit-share or reject an extension to the range of employee benefits they can access (although they might if there is a benefit in kind tax implication, which there often is). Money talks, but throughout our consulting years, we have consistently noted that the softer forms of peer and leadership recognition for a job well done, or the value placed on individual insight and experience, carry just as much weight.

While financial incentives matter across the board, age-diverse workforces prioritise different things. For example, for older workers, opportunities to share knowledge and develop others are often as important as pay, particularly when finances are more in control. Mid-career professionals will tend to place greater importance on work-life balance and flexibility, thus making it easier to juggle work with caregiving or family responsibilities. Younger employees who are just starting their careers and possibly facing new financial challenges associated with living away from home, or possibly struggling to enter the housing market, are highly motivated by salary. But they are also motivated by fast-paced role expansion, training and development, and related accelerated career progression to drive their income up faster.

The need to feel valued

Universal across all age groups, however, is a primeval need to feel valued, that we belong, and that the contribution we make is appreciated. These needs are baked in – a legacy of our evolution from hunter-gathering to living in bands – and as a result, we are intensely sensitive to anything that threatens our sense of value. It follows that when these needs are met, a whole raft of positive outcomes can follow. Not surprisingly, these fundamental drivers are linked to the performance-enhancing states of trust and psychological safety, and so, when it comes to designing reward strategies, it pays to put softer forms of recognition front and centre.

When employees feel secure about the perceived value of their contribution, recognised and appreciated for who they are, as well as the work tasks they are competent in, they release more of themselves into the workplace. As a result, they become more productive, creative, engaged, and willing to go the extra mile. Candid appreciation, not just for the work done but for the person doing it, can inspire greater innovation and commitment than money alone. Small acts of genuine appreciation, and the recognition that comes with it, generate disproportionately large wellbeing and performance paybacks for the company. The best news of all is that these small acts require no capital investment, have no budgetary implications, and no real alteration to general ways of working. All that is needed is a peer and leadership commitment to recognise the person as well as the task and to be specific when they do so – the more explicit the praise and recognition, the more valuable it is to receive.

Despite being free and unlimited, our survey data, collected from a wide range of employees in many different industries over 20+ years, suggests that this type of recognition is less frequent than it could be. Around 40% of staff in workgroups that we have worked with report pressure from a lack of recognition. When asked what recognition looks like to them, people consistently point to personal appreciation and human-to-human communication over financial reward. As you would expect, many note that financial recognition is obviously good too, when available, but what is interesting is the speed with which they accept that it might not be, and that they’d ‘settle for a good morning when I come in’ or for someone (line manager) ‘to bother to lift their head and say ‘Hi’ when I come in’. 

When we employ someone, we have employed the whole person, not just the bit that does the job

Upskilling opportunities, workplace perks, and formal workplace awards are valuable and tangible ways to recognise employee contributions. These should all be considered as part of an inclusive recognition strategy. Similarly important is supporting lifelong learning, role and career development, mentoring, creating opportunities for cross-functional working, and development of trust as well as access to services that support or enhance employee wellbeing. Truly flexible working options are another key way to signal company recognition that when we employ someone, we have employed the whole person, not just the bit that does the job. Allowing people the flexibility to be fully present in other potentially competing areas of life is a great way to demonstrate truly seeing and valuing the person above the task. 

What is ‘rewarding’

A final word about the phrase ‘rewarding work’. Work that is enjoyable and aligned with the personal purpose and goals of the person doing it is, of course, rewarding. Getting employees involved in a discussion about the sources of workplace pressures and how to arrange personal and team resources to meet those challenges is a reward in and of itself. It demonstrates genuine curiosity about alternative perspectives and places a value on the potentially divergent insights. This type of open dialogue invariably smooths out daily hassles and brings low-hanging job satisfaction or performance enhancing fruit within the reach of the team members themselves. In so doing, it facilitates new ways of working that make the work more rewarding. 

A true (and cost-free) win-win, which makes us constantly surprised that so few leaders create opportunities to unlock the creative potential hidden in their own teams a bit more often. 

If you want to bring in the best professionals and keep your top performers, focusing on your benefits package is a must. In fact, 65% of candidates consider benefits a crucial factor of a job offer and 70% of employees are more likely to stay if they receive fantastic offerings (1). So, what makes salary sacrifices so great?

1. Cater to All Aspects of Life

Salary sacrifices come in many forms, from savings on home and technology products to services like childcare or gym memberships and even booking holidays! Implementing a range of salary sacrifice options allows your people to access what matters most to them and covers all aspects of their lives. Providing an extensive range to your workforce will add significant value to their role whilst setting a clear example to prospective employees of the way you care for your team.

2. Support Your People Beyond the Workplace

Utilising salary sacrifices is a great way to provide bespoke benefits that support your people outside of the workplace. Salary sacrifices avoid a ‘one size fits all’ approach because your team can pick out exactly what they want when the time is right for them. Boost your employee’s morale and wellness by reducing financial barriers to everyday desires and essentials. Offering perks that can be customised to suit a professional’s needs, is a fantastic way to position yourself as a desirable company.

3. Offer Great Perks Easily and Hassle-free

Did you know salary sacrifices are an affordable option to upgrade your business’s benefits package? Many salary sacrifices are cheap to set up and easy to manage. As an employer, you can save money on National Insurance contributions by the reduced salary of anyone from your business who uses the scheme. Ultimately, this saves both employees and employers time and money while making your amazing team feel truly valued and supported.

With the rise of popularity in salary sacrifices, there’s never been a better time to implement them in your business!

References: Avado, 2024, ‘Employee Benefit Trends to Study in 2024’: https://www.avadolearning.com/blog/employee-benefit-trends-to-study/

Prioritising and Protecting Mental Wellbeing

Looking after your teams’ mental health is essential for improving staff retention and job satisfaction. Utilising a service such as an EAP (Employee Assistance Programme) provides them with a confidential external space where they can seek help without fear or judgement for various challenges from trained professionals. Incorporating wellbeing days into your workplace policies is another excellent method to support your people. Sometimes, taking a day to rest and recharge can make a huge difference to an individual’s state of mind. Providing this option will offer valuable time to reset whilst showing your team they are cared for.

Approaches to Enhance Physical Wellbeing

You can better support your people’s physical wellbeing in many ways, and depending on the line of work, you may favour a specific area. However, we would highly recommend utilising an On Demand GP service which provides family coverage. This allows your people to instantly access medical support at a place and time which is convenient for them. You could even take a more personal approach and help reduce the financial barriers to accessing fitness classes or venues using a gym salary sacrifice. Your people can pick their preferred location or sport whilst enjoying significant savings on membership fees.

Achieving Financial Wellness

With costs increasing, it has never been a more important time to consider your teams’ financial wellbeing. Finding ways to offer discounts on everything from essentials to fun days out can empower your people to live more comfortably without having to cut back on the things they love and need. Utilising salary sacrifices is another excellent way to reduce financial barriers to necessary upgrades, services or even a well-deserved break. Offering flexible working is another modern approach to help improve financial wellbeing. Reduce the financial burden of commutes, childcare and other unexpected costs that arise with being in the office. Your people can save hundreds each year just by being allowed to work from home, even if only for a couple of days a week.

Find out more about Each Person

Creating a Bespoke Benefit Strategy

To keep your team truly engaged, you should consider offering personalised rewards. For example, a gift card or discounts on leading retailers. Offering bespoke benefits not only improves the individuals’ motivation but can also deepen their connection and loyalty to the business.

As modern businesses strive for diversity, they should also diversify their approach to celebrating the hard work of their employees. Ensuring you provide a selection of rewards and perks that cater to everyone from all backgrounds means regardless of age or interest, there will be something appealing.

Matt Norbury, CEO of Each Person, shared: “Over the years, rewards and benefits have evolved significantly to meet changing employee needs. One major shift I’ve noticed is that employees increasingly value rewards that offer real savings and support their everyday lives, especially with the rising cost of living.”

Developing a Powerful Recognition Culture

Taking your time to give detailed feedback empowers your professionals to feel seen which can boost their morale and encourage them to repeat their standard of work. One of the leading reasons people leave their jobs is a lack of recognition, with 66% of employees saying they must feel appreciated in their workplace.

Another key part of embracing modern recognition is to create and promote a space in which peer-to- peer recognition is encouraged as much as it is from higher management. Peer recognition is particularly valuable to employees since their colleagues see their work on a daily basis. To take a modern approach to recognition, we suggest utilising a variety of strategies. Go above and beyond a monthly catch-up and get creative!

Be Creative

Benefits, rewards and recognition should be a fun aspect of any business. Take the time to research, test out new ideas and gather your people’s opinions to reveal the best strategies. Always keep in mind the differences between your team, it is unlikely that what motivates one person will do the same for another. Finally, you should consider how you could evolve your employee benefits to consider all aspects of wellbeing.

Find out more about Each Person

When it comes to getting the best from your workforce an effective recognition programme can boost employee engagement, retention, and productivity. In the latest webinar from The HR World and sponsored by Achievers, Caitlin Nobes, from Achievers‘ own Workforce Institute explored employee performance and effective recognition with practical input from Samsung’s Senior Director, Total Rewards, Merlyn Sequeira.

Kicking off with the insight that just 40% of HR leaders say their current recognition program drives business results, while 63% plan to increase investment anyway, both speakers were keen to ensure viewers of the webinar would be able to make their recognition programmes deliver real results for the business. After all, while the enthusiasm to invest in this area is encouraging doing so without being certain of return on investment or impact seems a little rash.

Citing research from Achiever’s own 2024 State of Recognition report, the webinar explained how to record business results effectively and how to make the recognition programme ingrained within the fabric of the company. Merlyn Sequeira explained how Samsung’s own recognition programme has evolved over the years matching the objectives of the business and expected behaviours of employees and managers.

While the recognition programme is introduced from the start of a employee’s career with the company there are also initiatives to ensure the programme is consistently used throughout the business. Initiatives such as mobile platforms for recognition and the promotion of social recognition can both deliver benefits for the business. Indeed, the webinar also highlighted businesses who are able to deliver their recognition programme in a creative way such as using kiosk technology to deliver recognition at exit points at work.

Caitlin Nobes was keen to emphasise that what gets recognised gets repeated so organisations need to be certain that their recognition scheme is performing as they need it too. The webinar also identified three traits of a strategic recognition programme: driving high usage, delivering high frequency meaningful recognition and aligning the recognition programme to business goals.

By taking the right approach to a recognition programme, how it is designed, delivered, measured and responded to, organisations can make a clear step change in their operations and productivity.

Related Resources

A number of resources, including the webinar slides are available to download here: Webinar Resources – Boosting Business Performance with Strategic Employee Recognition

It featured input from Wendy Rose, Global Sales/Partnerships Director at Dialogue, Philomena Gray, Global Chief People Officer at Imagination and Mary Beighton, People & Culture Director at Zuto. The webinar is available on demand and as a podcast – but there were a couple of questions remaining which the panellists tackle below to further discuss the subject.

1: While the webinar suggests you shouldn’t waste money on employee benefits do you think there are times when you’ll pay ‘over the odds’ for benefits to attract or retain key talent?

Philomena Gray: I believe that understanding what your employees value from their benefit programmes is valuable and some of these may come at a significant cost – so if you need to attract talent and retain them you do need to prioritse appropriate benefits and plan for any additional costs.  If you don’t do this, you could spend more money on recruitment fees and onboarding new joiners.

Mary Beighton: The benefits market is competitive, so it’s well worth benchmarking what you’re paying and reviewing any increases from your provider on contract renewal so you don’t end up paying over the odds over time – a real example of this is Zuto saving circa £20K on a recent group income protection renewal just by looking at the market. Do your benchmarking and push your suppliers on costs. It’s also worth bearing in mind that there is potentially a lot of overlap on the “value add” extras that tend to come with a core benefit (eg EAP or virtual GP as an add-on for core health cash plan benefits), so look for opportunities to negotiate if there is any duplication of services that you don’t need.

2: Can company culture actually have more of an impact than particular employee benefit offerings and if so should we concentrate our efforts there rather than on benefits?

Philomena Gray: I believe both are equally important and taking your eye off the ball on any of them could have a negative impact.

Mary Beighton: Agree completely – toxic culture can have as high an impact on attrition rates than benefits and compensation

Ensuring your workforce is happy, healthy and motivated has become a complicated and expensive matter. Multiple generations, diverse workers, hybrid working all means delivering a coherent benefits offering that is useful and accessible is a serious challenge.

After you’ve assembled and paid for a seemingly unending array of benefits you may find some of them are still not used – or more to the point, unless you manage the scheme correctly you might not even know some of them are not used – the result? Money wasted and no impact on the workforce.

One overwhelming takeaway from this podcast was that organisations should be very clear as to what they want to achieve from their employee benefits. These are not simply provided in order to reward good work, but can be crucial for employee engagement and even creating an appreciated company culture. At a time when the cost-of-living crisis has placed huge emphasis on the need to reward and recognise employees, taking a strategic approach to employee benefits can work wonders.

The panellists identified various benefits to be effective in appealing to talent both from a candidate attraction point of view and in terms of retaining that talent. They also set out the way by which employers can ensure their benefits are always delivering great value for money, encouraging them to carry out a regular review of provision based on employee use and of course, employee preference.

At the end of the day, employee benefits should not be taken for granted, either by the employers offering these perks and rewards, nor by the employees in line to receive them. By making these an active and evolving offering, organisations can maximise the value driven from each benefit and ensure the organisation and the employee gets the best from their working life.

Congratulations to all who have recently been rewarded with an ‘employee of the month’. It should feel good to everyone working in the organisation to see people valued by the award. But at the back of some people’s mind we might wonder if this kind of reward systems really works effectively to increase engagement. There’s even a movie Employee of the Month (set in a Costco!) taking a humorous but a bit cynical account of these programmes. A recent study by UB School of Management (UB) revealed that setting up employee of the month reward systems might enable negative conduct. Their research on companies with the scheme showed that types of ‘envy behaviours’ occurred in some employees – as a result of an employee of the month award, and in some cases it led to employee withdrawal in workplaces. The study did show that it did depend on the employee’s primary motivation, for example, team-oriented employees who feel ‘envious’ are more likely to miss work or even quit, while achievement-driven employees tended to stay and work harder to improve themselves.

The UB study essentially showed an employee of the month reward programme maybe not be all that straight forward. There is potential that it can lead a rise in unhealthy competition amongst colleagues, which could mean a decrease morale and lead to a drop in productivity. When in overdrive, these programmes can discourage teamwork and collaboration – and potentially reward individuals that prioritise personal glory over collective success – as depicted in the movie. Maybe this form of rewards is focused on the wrong metrics as programmes often reward visible accomplishments or those easily quantifiable, perhaps neglecting the importance of less tangible contributions

Rethink forms of employee Reward and Recognition (R&R)

The post pandemic work world has created a rise in flexible working, hybrid and home-working. This rise of remote and hybrid work models might necessitate a complete overhaul of how we approach employee reward and recognition (R&R) programmes. Where once the option to work from home on an ad-hoc basis might have been considered a perk, for those working in the knowledge economy, flexible working is increasingly considered a “must-have” item. People are willing to switch roles for it.

This new landscape demands a system that caters to the individual needs of a dispersed workforce and acknowledges the changing nature of work itself, with AI playing an increasingly prominent role. A dispersed workforce has given us workers a more ‘individualistic focus’ vs a more ‘collectivist’ approach of all employees being in the workplace – all of the time. It’s not that collective good values are abandoned, rather that wellness and work balance and our non-work identities are valued in too.

Cat Barnard, Director and co-founder of work trend advisory firm Working the Future says, ‘For many, the pandemic was an existential moment. It exposed the fragility and arbitrary nature of life. While of course many struggled with the realities of lockdown, among those in a more comfortable situation, months of isolation caused a mass re-evaluation of what’s important and what constitutes a life well lived. Couple this with an ongoing erosion of trust in governments and institutions and it’s not so surprising people of working age have become more individualistic in their outlook. And this has a significant bearing on how we motivate and reward people at work.’

As such, having rewards and recognitions such as Employee of The Month can promote a ‘style of work’ that is easier to measure and ignore the other aspects of us. So, focusing solely on say one individual can leave others feeling undervalued, particularly if their contributions are less visible or go unrecognised – as especially some work might not be as visible if we are not in the workplace as much.

One-size-fits-all is no longer a fit

The “employee of the month” plaque simply doesn’t quite resonate with today’s diverse workforce. Individuals are motivated by different factors – some crave public recognition, while others value personalised feedback for example. A one-dimensional R&R programme fails to capture this spectrum of needs – and risks alienating a significant portion of the workforce.

Barnard says, ‘The age of mass career customisation has arrived. People want increasingly diverse things, based on where they are at in their lives and careers. As an example, working mothers with young children will have an entirely different set of needs to someone in their fifties. Despite progress, for the most part, women are still expected by society to act as primary caregivers. Any help and support an employer can therefore give to help women juggle their multiple caregiving responsibilities is likely to mean so much more than any ‘employee of the month’ award. The rise in popularity of flexible benefit providers like Perk Box and Reward Gateway underscores this.”

The rise of AI presents both challenges and opportunities for R&R. While automation may replace some jobs, it might (and it is a big ‘might’) also free up HR professionals to focus on creating more meaningful and personalised recognition experiences. But certainly HR managers will more than likely being using AI-powered platforms to analyse performance data, identify individual accomplishments, and suggest tailored rewards – a big question – does this feel fair and authentic?

Sandra Evans and Julie Blunt, Managing Directors of The Art of Work Ltd and Founders of Go Human also find the too, “In our experience in working with our wide and varied clients, many employees no longer feel motivated by this type of  ‘employee of the …’ rewards system which feels outdated and too often lacking inclusivity in the current workplace. People today are looking for a more personalised approach and this includes how they are rewarded and recognised. They want to be treated as individuals and rewarded accordingly. One size does not fit all and so this means taking the time to talk and importantly listen.”

Cash bonuses and sweets and gifts might have held value in the past, but I wonder if today’s employees seek rewards that align with their personal lives and well-being. I wonder if we would prefer more flexible work arrangements, additional paid time off, or educational/training opportunities and feel these more motivating than generic gifts. Evans and Blunt further add, “We also need to reconsider ‘what’ it is that’s being rewarded and more away from rewarding long hours ‘heroics’. Not everyone can always work long hours but all too often this is what seems to be recognised. We often do not know what is going on both in and away from work that can impact on performance. Surely this should be based on more balanced measures and not just long hours ensuring a more inclusive reward and recognition approach? “

Rethinking the Reward System

The post-pandemic workplace is here to stay. By moving away from a one-size-fits-all approach like “employee of the month” and embracing a more nuanced and personalised system, companies can create a culture of recognition that fosters a motivated, engaged, and high-performing workforce. By embracing a more nuanced and personalized approach to R&R, HR can ensure a motivated and engaged workforce, even in a distributed environment. The rewards revolution is upon us, and it’s time for organisations to embrace it.

Links:

UB School of Management research: https://www.buffalo.edu/news/news-releases.host.html/content/shared/mgt/news/why-singling-out-employee-of-the-month-may-backfire.detail.html