Program managers are seeking the most effective measures that will increase motivation, productivity and engagement in the workplace. A hand-selected group of Sodexo recognition specialists share their expertise in this presen- tation of Motivational Best Practices. Use this insight to help achieve a framework for recognition and reward strategy and develop a lasting culture of recognition.

1. How does the changing workforce
impact recognition?
C: There are a number of research
firms, such as Bersin and Hay Group
that report organizations are facing - or will
face - a leadership shortage as they expand and
members of the baby boomer generation leave the
workforce. Recognition and incentive programs present
an opportunity to ensure that up and coming leaders
have the values that drive the desired culture.
N: Retention. Human Resources
can impact the financial bottom
line of their organization
greatly by increasing
employee retention. For
this reason, organizations
have turned toward recogn-
ition programs to help engage,
support and encourage employees.
Gallup show that engaged employees
can improve business profitability
2%. Consider what 2% of a million
dollar business can do.
Program managers are seeking the most effective
measures that will increase motivation, productivity and
engagement in the workplace. A hand-selected group of
Sodexo recognition specialists share their expertise in this presen-
tation of Motivational Best Practices. Use this insight to help achieve a
framework for recognition and reward strategy and develop a lasting
culture of recognition.
What is trending in recognition?
L: Metrics matter.
Clients who are investing
in a culture of recognition
need the data to drive
better outcomes now and in
the future. Today, more
sophisticated technologies
can provide immediate
revenue-related results.
J: Recognition is becoming more social. Above
and beyond efforts are being recognized by peers,
managers and company leaders. In addition, organizations
are going beyond that by sharing recognition publically across
the intranet or a recognition platform to have the company share
in motivation. This provides a 360 degree recognition approach
to the employee.
L: Seek a technology platform
that offers a lot of configurability.
When the access is in the hands of
the administrators, they can
readily implement, edit, add,
delete recognition, incentive and
nomination programs. This also
means that they have access to the
platform 24/7, so administrators
across the globe can access what they
need, when they need it without the
middleman.
C: In regards to recognition programs, there is
an emphasis on implementing more peer-to-peer
recognition and less on service award programs.
Employees in 2014 stay with their organization three years
on average, making milestone awards that typically begin
at five years, ineffective.
C: Best-in-class recognition
platforms can grow with a
company. These platforms are
evolutionary, have roadmaps for future
development and can adapt to a
company’s culture to offer what is best for
the organization without expensive
customizations.
J: Also, consider the many ways
an employee will receive their
recognition. In person, on their
smartphone, at home on a tablet. Digital
recognition provides immediate recognition on a
variety of devices to best meet employee needs.
J: Yes, having an organizational
culture that is positive and productive has
a profound effect. Showing that an
organization appreciates employees evokes a
desire to take part in something meaningful.
This also establishes an “employer of choice”
perspective which assists in the retention of
top talent.
L: Companies that are willing
to invest their time and
resources to help employees
succeed will win the war on
talent. Job seekers today
are seeking organizations with
strong reputations. Positive
workplaces that encourage
innovation, advancement and
recognize and appreciate their employee’s
efforts will benefit from higher engagement and
therefore higher profitability.
What is the biggest impact of technology
in a recognition and reward strategy?
How can I achieve leadership’s buy-in for strategic
management of recognition and reward programs?
C: Content delivery is a hot
topic today. Recognition takes
many forms. A motivation
platform that offers multiple
delivery mechanisms of
recognition helps resonate
important company values
with employees.
M: The latest technology platforms are a sophisticated
framework to house all of the recognition and reward programs.
Using a platform that administrators can operate internally, gives organiza-
tions access and control they haven’t had in the past. Plus wizard functions walk
through all the important questions one must ask themselves about their program, such
as which communications should be received in relation to this program and how often. Also,
consider that using technology is the best way to ensure fair and consistent recognition
practices. Some platforms are equipped with built-in governance controls for program
administrators.
L: Big data. Having immediate access
to information is imperative when
implementing a recognition and reward
strategy. Having the right data when needed
means administrators know exactly what is happening
regarding recognition in the workplace, whether they
are looking at participation, redemption or spend
management.
C: Encourage ownership.
Rather than a one-time activity,
obtaining buy-in should be an
ongoing commitment of program
managers.
L: Our experience with leading companies
has taught us that in order to maximize
impact, recognition programs have to be
strategically positioned in the organization,
as well as effectively managed from the early stages
of their development. Getting employees to embrace
recognition and reward programs and leadership
to support them requires that managers
understand and integrate the various
moving pieces involved.
M: Link employee performance to
recognition and rewards. The C-level seeks
numbers to substantiate the investment. Having
access to real-time data on all recognition platforms
can justify the benefits of having an integrated recognition
strategy in the workplace. Nomination based programs are a
great asset because they can include free text fields that allow
the nominator to detail the exact contribution they have
contributed that lead to the recognition
Does recognition have an
impact on acquiring top talent?
How can I make Recognition,
incentives and rewards easy to
implement and track for my team?

2. N: Offer culturally appropriate rewards
that appeal to each individual’s
interests – taking into consideration generational
differences as well.
C: Set realistic, achievable
goals to drive success.
Ensure employees are
aware of recognition and
reward programs and
that the criteria to meet
these goals are clear.
Rewards for goals that seem
unachievable do not
motivate.
M: Empower and encourage managers
and peers to give recognition.
This will enforce the organization’s dedication to
recognition and make programs more valuable and
effective as more employees participate.
What are the best
methods of gaining employee awareness?
Therearecurrentlyfourgenerationsworkingside-by-
side,howcananorganizationbestmotivatethem?
L: Managers should set
clear goals and utilize
metrics. For example, an
organization might aim to
increase collaboration and
knowledge sharing among
certain generational groups,
or improve engagement
among other groups.
M: Offer culturally appropriate awards at
a local level. To successfully implement a recognition
and rewards program, organizations should be mindful of the
ways in which their workforce differ culturally, generationally, and
individually and offer meaningful recognition at each tier.
J: While a number of organiza-
tions have historically leveraged a
service award program, studies show
that this type program is changing
to accommodate the Generation Y
workers who are seeking recognition
in the workplace but do not typically
stay more than three years in the
same position. In the U.S. and
Canada, as well as in Europe, we have
also seen an increase in demand for
more diversity and safety
programs
J: Periodically survey employees on what
they value and their reward preferences.
Building the recognition strategy around employees’ preferences
increases the impact of recognition on worker behavior.
L: The best programs to
implement are the programs
that specifically fit an organization’s
culture and employee needs. Programs
that are tied to the values of an organiza-
tion are the most successful. These programs
support the positive behaviors exhibited by
employees and encourage other employees
to demonstrate the same.
M: Informed cross-cultural
communication, both verbal and
nonverbal, ensures that employees,
wherever situated, will interpret messages of
recognition as they were intended. Differences in
and misunderstandings of customs, behaviors,
and values can ultimately result in an impact to
the company’s bottom line.
L: Mobile communications are here to
stay. 90% of American adults have a cell
phone and 58% of American adults have a
smartphone, specifically. Reaching employees with an
online platform that can easily access 24/7 with
immediate recognition encourages participation. This format
includes all frontline workers who many not have access to
company computers or computer internet, but can keep up
to date with recognition and company news and
email through technology.
N: It’s more than just frontline
employees. Over the last decade
technology has enabled jobs to be
performed from almost
anywhere - 31% of U.S.
workers now work from a
remote location. It is important
to remember that the most
fundamental needs employees
experience at work – whether working
virtually or not – are those of security, trust,
inclusion, self-control, respect, direction, accomplish-
ment, and engagement. Recognition and reward
programs should address those needs in terms of
individual circumstances, values, and
preferences.
What do multinational organizations need
to know about recognition and reward?
There are currently four generations working
side-by-side, how can an organization best motivate them?
L: In this industry, there are
many providers that buy and resell
rewards but don’t have operations
in the countries they support.
While recognition vendors will
not have an exact footprint of
operations for every company,
working with someone that is
operating in-country can
provide tremendous benefits to
support client needs.
J: Recognizing and rewarding employees in a way that
motivates them is a prerequisite to increasing employee
engagement, which can be challenging for multinational organizations.
Successfully implement a global recognition and rewards program by staying
mindful of the ways in which the workforce may differ culturally, generationally, and
individually.
C: Each country has its own sets of
laws and regulations that may affect
employee compensation. Multinational
organizations should be aware of these local
challenges to ensure that all of their employees receive
the benefits of their global recognition and rewards
program.
L: Managers should set clear
goals and utilize metrics.
For example, an organization
might aim to increase
collaboration and knowledge
sharing among certain
generational groups, or improve
engagement among other groups.
M: Offer culturally appropriate awards at
a local level. To successfully implement a
recognition and rewards program, organizations
should be mindful of the ways in which their workforce
differ culturally, generationally, and individually and offer
meaningful recognition at each tier.
M: Create a communication plan and stick to it.
Before the rollout of a recognition program
or platform launch, build hype and get employees excited.
Share the news on the company intranet, in newsletters, even on
paystubs. The most successful programs are consistently promoted within
the company. If it is a nomination program for example with nomination
date deadlines, remind employees in the days, weeks, and months leading
up to the event to encourage participation.
N: Integrate recognition into all
aspects of the company. Messaging will
resonate and become ingrained in the culture.
Use consistent design and messaging on wall
murals, fliers, during employee on-boarding, in
recognition events, for program notifications and more.
Consider where and how often frontline and desked workers
will see this messaging.
J: Periodically survey employees on what
they value and their reward preferences. Building
the recognition strategy around employees’
preferences increases the impact of recognition on worker
behavior.
How can I ensure frontline
employees are recognized for
their efforts?
Receiving accolades from major media organization across the globe, including Diversity Inc. and Fortune’s World’s Most Admired
Companies is proof that Sodexo knows how to reach the 90 percent of our 421,000 workforce who work on the frontline. Partnering with
Sodexo, organizations can leverage our expertise in developing strategic program design, effective program management and reward
solutions that support the development of a recognition culture and an organization’s mission, vision, values and business objectives.
Sodexo believes a formal, comprehensive recognition, incentive and reward strategy develops a higher quality workforce. Effective
programs delivered through insightful discovery, localized rewards and an innovative technology platform improve business performance.
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Name one way an organization can increase engagement
right now.
What are the best
programs to
implement?