Marc Wallace, a senior consultant with the Hay Group, recently published an excellent article in Workspan on the challenges of and best practices for “Designing and Implementing Global Recognition Programmes.”
I was pleased to see so many of the best practices we strongly advocate reflected in this article. Marc is correct when he says:
“Few question the positive impact that recognition can provide, but many organisations struggle because recognition is so personal, and typically so public. These struggles are compounded when considering a global recognition programme that covers the entire workforce because the perception, value and impact of recognition vary widely across countries and cultures.”
Not understanding, not catering to, and not offering solutions respectful of the various countries and cultures in your organisation can do far more damage than one could believe possible when the intent is positive appreciation of effort. We’ve seen this happen time and again with companies who didn’t involve divisions outside the country of their headquarters, didn’t offer meaningful, culturally relevant (and plentiful) reward options for outlying countries and cultures, and just flat out didn’t consider that local perception of public recognition could be very different than the style the giver is accustomed to.
Marc is also correct when he says:
“The right recognition plan can help transform an organisation. The right approach will surmount the inevitable challenges of a global approach. The result is a level of global awareness, engagement and impact that was not previously achieved and celebrated.”
If you plan to navigate the waters of a truly global, strategic recognition programme, you will want the leader and expert in such programmes at your side to guide you safely and successfully.
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