AJ: Yes, very much so. Things are so different now. Often, it’s people with the least ‘experience’ of the workplace that often have the most skills [for instance in digital], so people need accommodating differently. But you can still wrap this into an overall strategy. I’m a real believer in the power of recognition, but more imaginative recognition. Cash, while it’s important up to a point, is the least effective tool. People today want an ‘experience’ – so why not give them this: be it lunch with a senior leader; tickets to an event; time with their family, or even just a thank-you. Money gets absorbed into everyday costs, and doesn’t create a long-lasting, wow-factor. I’ll remember the ipad I received for doing a great job, versus the $300 cash bonus. This strategy can be global and still exist locally.
Global recognition programmes, with provisioned budgeting, can enable consistency of approach to recognising values-based success and commercial performance at both an individual and team level. This connects the business through reward and ultimately driving cultural behaviours. Recognition strategy underpinned by clear structure will bring strength to the process and help with engagement. Business sponsorship is essential to drive a global programme and embed it to the ways of recognising great work.