Individual Rewards

Managers need to understand each of their employees thoroughly so that they know what rewards will motivate and provide incentive for that particular employee. The processes outlined in earlier chapters including the growth and development meeting (GDM) help a manager determine what kinds of acknowledgment excite an employee. In many companies I have worked in, the employees on the team were all very different. In one company I worked for, I remember being very excited about attending the company’s national meeting. Once at the meeting, however, I met several employees who were grumbling about being there. I found it odd they weren’t excited, but with motivation, there is no right or wrong, it is whatever works—and the national meeting did not “work” for these employees. Here are some helpful tips for individual rewards:

•   Reward in private. Managers should present individual rewards in private. The reward should be between the manager and the specific employee. Individual rewards can cause problems and small jealousies. The only exceptions are contests and promotions: These should be well publicized.

•   Give the reward in person. All individual rewards should be presented by the manager in person. The only exception is if the manager wants to send something to someone’s home.

•   Position the reward. All individual rewards should be properly “built up” and positioned by the manager. If managers are going to spend the time, effort, and money on a reward, they should let the employee know how special the reward is and how proud they are of the work.

•   Make it personalized. If the reward can be personalized, it has more recognition power If the reward has the employee’s name on it or is specifically relevant to that person, the perceived value is higher. If an employee, for example, is a huge fan of a certain baseball team, and the manager buys an autographed baseball by their star pitcher, the value is greater. It is not only the reward, but the thought that goes into the reward.

•   Add a note. A reward should always be accompanied by a nice note or card to highlight the accomplishment. In today’s era of high technology, handwritten notes seem to be more appreciated. As mentioned earlier in the book, a handwritten note is often saved and proudly displayed by the employee.

In a 2003 study published by the Conference Board

Developing Business Leaders for 2010, managers at 150 leading-edge companies were interviewed about developing leadership strength. This report states that “successfully managing younger workers will require a new set of leadership capabilities.” It goes on to state that leaders will “need to become experts in identifying, attracting, developing and retaining the top talent required in the marketplace.” That is why individual reward is so important. This all ties in to the ideas outlined in this book of developing and rewarding employees.