June Ask the Experts

Q. We have an existing reward and recognition strategy and want to know how often it should be updated.

A. Generally speaking you should update it every two to three years. I encourage your reward and recognition strategy be a part of your overall human resources strategy, updating it as the latter is enhanced as well.  Another gauge for updating your strategy is when your employee survey feedback shows that you need a change. Being true to your employees and responding to their feedback ensure that your people remain alive and committed.  

As you change up your strategy, it is critical to have employees at the table to help drive the changes; their input is invaluable. After you develop a  prototype for a modified strategy, I encourage you to use focus groups to gain further input and feedback. This helps ensure that your strategy is on target with your employees’ expectations.

—Kevin Cronin, President, Recognition Consulting

Q. My company is not in a position to reinstate employee raises and bonuses yet. What else can we do to keep our employees motivated?

A. A little appreciation, guidance, and feedback from company leaders go a long way in keeping employees motivated and focused on their jobs, according to a recent survey of working Americans conducted by Kelton Research and sponsored by Cornerstone OnDemand.

In the survey, just over half (56 percent) of workers said that aside from compensation and benefits, receiving appreciation would motivate them to stay in their current positions. Also, 46 percent said they would rather be appreciated than have an opportunity for career advancement. The survey found that with escalating workplace demands, employees don’t feel they are valued by executives and supervisors and note that employers are overlooking simple things that can improve employee morale and loyalty.

Companies seeking to avoid unsustainable turnover need to close the communication gap and empower employees in their roles. The survey found that in the last six months:

• 68 percent complain that they haven’t received useful feedback from their supervisors
• 82 percent have not established their career goals with their superiors
• 53 percent haven’t felt that they have a clear understanding of how their roles contribute to company objectives
• 25 percent have been given new duties or responsibilities that fall outside their skill sets.  

The survey also found that 62 percent of women and 50 percent of men feel that aside from money and benefits, receiving appreciation would motivate them to stay in their current positions. Fifty-four percent said their colleagues appreciate them more than their supervisors or company executives do.

—Michelle Smith, Vice President of Business Development, O.C. Tanner


Q. Why do I keep hearing it's even more critical to recognize and engage employees now, in the current workplace and economic climate?
 


A. For years people have talked about the looming talent crisis, as older generations of workforce members retire. But, to a certain extent, the recession allayed some of those fears as employee turnover declined because those members decided to delay retirement. The reality is that while the recession will end, the talent crisis will not. Demographics that were estalished a generation ago dictate this, and nothing will change that fact.
 


Cracks are already starting to appear. By 2013, in Montreal, where I live, fewer workers will enter the workforce than workers who will retire.
 


This is not a local phenomenon. In Europe, there will be an estimated shortage of 36 million workers in the next few years.
 


Recent research indicates that many employees are in a holding pattern right now, not happy with their work and their employers and waiting for better economic times so that they can leave for greener pastures. This is the reason why you need to recognize and engage your employees now!



A lot has been written about how to attract and retain younger generations in the workforce. However, I firmly believe that employers need to use recognition strategies that engage all employees and create workplace cultures that are equally inviting to all age groups, including baby boomers. Retaining as many boomers as possible will likely become a key strategy for many companies.
 


And it doesn't take much. They just need a little respect and a bit of appreciation for who they are and recognition for what they do.

—Peter Hart, CEO, Rideau Recognition Solutions

Do you have a question for the recognition experts? E-mail askrpiexpert@recognition.org with your question, and it may appear in a future column.

About the Experts
Peter W. Hart, CRP, is president and CEO of Rideau Recognition Solutions, a global provider of corporate rewards programs. He serves as treasurer on the board of directors of Recognition Professionals International.

Michelle M. Smith, is vice president of business development at O.C. Tanner. She works in every facet of recognition and incentives and serves on the board of directors of Recognition Professionals International.

Kevin J. Cronin is president of Recognition Consulting. He is an expert on employee engagement and serves on the board of directors and marketing committee of Recognition Professionals International.