The recently published World at Work Total Rewards Model does an excellent job in outlining the concept. For those in search of a primer on the subject it is required reading. The issue of reward relevancy is dead on and worth a deeper dive.
Lately we are seeing increased emphasis on tailored messages and offerings within reward programs. In an effort to make messages rise above the normal noise of everyday life, companies are carefully fine tuning value propositions, goals, and award possibilities by a mix of variables that begin with job codes and could also include business units, years of service, past experiences and successes, physical location, even local competitive influences.
Similar to the way direct marketing gurus fine tune offers by demographics, human capital stewards are also using data driven engines to deliver and modify messages with surgical precision based on a variety of relevant factors. Some have developed mobility maps that modify the message goal and reward based on the employee’s performance standing. One of the more fundamental grids calls for messages and goals that show, grow, reach, or teach employees based on their success and or experience. As a result of these efforts employees are more intone, more responsive and more motivated by reward programs.
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