Employee rewards and recognition programs are typically launched with a great deal of fanfare within the organisation. There is usually a prelaunch communication, a launch communication and post-launch follow-up communication by the HR and the leadership team. The communication generally harps on the importance of creating a culture of appreciation and recognition within the organization. It attempts to build up excitement among the employees most often by linking it to monetary benefits.
However, as one might expect the enthusiasm dies down over time and the communication becomes a trickle. It is business as usual for everyone as they go about doing their regular work. Line managers don’t feel motivated to recognize employees as much, as employee themselves lose interest and there is hardly any push from the HR and the leadership. This is the usual story of a typical employee rewards and recognition program that had been launched with a great deal of enthusiasm.
All said and done, it is challenging to make any employee facing initiative a part of the organization culture like a habit for all employees. We, at HiFives, feel that constant communication is the key to the success of employee rewards and recognition program. Being an HR-driven initiative the primary responsibility lies with the HR and the leadership team. The communication should focus on ingraining recognition as a key organizational value among employees. There are several ways to achieve that:
- Visual communication: LED displays, posters, standees, tent cards, etc. highlighting the employee rewards and recognition program across the offices – workspaces, lobby, pantry, canteen, etc.
- Email communication: Regular newsletters – weekly or monthly; announcing the winners of the previous period and any updates on the program.
- Verbal communication: By Leaders, HR and Manager at all forums such as regular team meetings, town halls, etc.
Whatever the modus operandi, the key element is the continuity of the communication to keep emphasising the importance of the culture of appreciation and recognition. The communication should be top-down well as bottom-up to get feedback and insights on how the program is working on the ground.