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GUEST BLOGGER: Claire Briscoe, Account Manager
There appears to be a sizeable gap between what employers believe reward communication can achieve and what they are actually doing about it
A study by World at Work suggests almost 80% of employers strongly believe reward communications impact organisation effectiveness and performance. However, most organisations are not using these communications as an opportunity to reinforce possible employee influence on performance and business results. It is little surprise to find, then, that only 35% of employees actually understand how their organisation’s reward programme works.
A recent example: a good friend of mine, let’s call him James, recently read with interest about the Government’s Cycle to Work scheme. He had heard nothing officially from his employer but whispers suggested he may be eligible for the discount. It took James a full week and a half to get a firm answer from HR about whether or not this applied to him (it did) and last week he got his bike at 40% off through the scheme.
The problem is, James has fallen down the gap between employer intention and the actual reward offering. He does not associate the positive feelings about his bike with his employer’s provision for him. He, in fact, feels they were withholding something he was entitled to and rather de-motivated and disgruntled that he had to do all the legwork to get it. He feels triumphant to have ‘won’.
What a missed opportunity for the company. If they had organised their involvement with the scheme properly and communicated its availability, embedding messages about company culture and performance, they could have benefited hugely alongside James and countless other employees. When employee goodwill and positivity is more important than ever, companies must take care – miscommunication of reward can mistakenly make employers appear they are withholding benefits from employees when in fact their intentions are usually good.
Research source:
A Study on Reward Communications, World at Work, 2008
