A Perspective Of Rewards And Recognition Survey

By Adrianna Noton

It is a fact that among the biggest concerns of employers today is the issue of employee turnover, not only in terms of its high and hidden costs, its toll on the reputation of an organization, but as well as its impact on operation. Is staff turnover controllable? A valid question asked, hence the willingness of organizations to invest in human resource platforms such as rewards and recognition survey.

These surveys primarily aim to assess what beneficial advantages instituting such programs are in building retention rich organizations. It is always frustrating to have to invest in training employees, especially the highly skilled only to lose them a year or maybe less because they fail to see how they are given importance. After all, money is not all that matters, especially to those who value principles and integrity, who have been proven to be amongst the best employees to keep.

Along these lines, what constitute prevailing surveys in the market today? Depends. There are service oriented companies providing expertise on such programs on consulting basis. They range from small, mid-sized, to those with global presence who caters to the conglomerates. Big companies maintaining full-sized human resource undertake their own surveys.

Staffing requirement vary by industry. Staff retention strategies that work well for one may not be effective in another, or it could work the other way around. This is one of the reasons some businesses engage outside experts to develop their human resource platforms, reason being that they are exposed to various strategies employed by organizations and therefore in a better position to adapt and structure what fits well given their experiences.

What types of strategies are employed by such surveys? Both monetary and non-monetary. They include motivation and morale booster, employee satisfaction improvement, fostering healthy work relationships, reinforcing culture of recognition, confidence building, loyalty rewards and statements. Areas covered include typical bonuses and commission schemes, incentives, rewards statements, health cover, company cars, childcare, employee communications, and etc.

One particular observation made about these surveys mention that amidst decades of surveys conducted proving otherwise, companies continue to employ same old carrots and sticks. These miss on human behavior factors like respect and sincere appreciation, which are paramount in achieving longer term engagement of employees, especially the highly qualified.

While greener pasture a. K. A. Monetary benefit issues appear to be the most common official reasons employees write on their post employment exit questionnaires, this apparently does not hold 100% true. Unofficial claims point to lack of motivation as the culprit. Real reasons range from feelings of neglect, unrecognized efforts, lack of trust, unfair treatment, policies for career growth, hazy corporate vision, effective information, leadership, and hostile work environment, and so on.

Another observation noted in terms of approaching rewards and recognition survey is the apparent focus on the use of industry benchmarks in structuring programs instead of directly asking feed backs from the employees. What motivates them to stay in the company, what are they dissatisfied most, what improvements they want to see implemented, and so forth are questions that would tell a lot about what is needed to focus or refocus on. After all such surveys are basically intended to develop a program of rewarding employees for behavior or recognizing them for results.

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