Implementing a Total Rewards Program: Four Phases 1. Assessment 3. Execution 2. Design 4. Evaluation
“Those who work for human service organizations often do so to have a positive impact on others’ lives. In addition to a bonus or pay raise, organization should have some type of reward system in place to recognize those employees who go above and behind for their organization and clients” (Wilkinson, J.G., 1993). When working within a human service organization, there are many expectations that need to be meet on a daily bases to ensure that their client’s safety and privacy are being meet. For instance, a good human service worker is expected to be dependable, which means coming to work on time and keeping all appointments made with clients. You are expected to be able to communicate in a professional and courteous manner, while making split second discussion on how to solve clients’ problems. Human service workers are expected to maintain communication and contact with their clients on a regular bases, while making sure their paper work on each clients is in orderly fashion and up to date. You are expected to avoid biases opinions with clients and co- workers. Human services workers are expected to listen to their clients carefully in order to determine their needs.
You are expected to refer clients to the right department, if you are not able to help them with their needs. Customer’s complaints are something you will be expected to follow up on as soon as they are received. In other words they are expected to be adaptable to all given situations no matter what. With the world being as it is, human service organizations are one of the many organizations out there in today’s world that change on a daily, which lead to the workers having to make adjustments and having to put in to action different policies and programs. “The human service worker goes well above and beyond, what they are required to do. So the different places that pay them to do such jobs, should also go well and above with the rewards that are given. It can start by respecting the employee as a person. What is meant by this is “meeting their basic needs at a minimum” (Darling, K., Arn, J., & Gatlin, R.1997). In order to determine what an employee may want or how you can meet their needs start off by posting a survey on the company’s website, making sure to include questions about the rewards they would like to have for their hard work or ask them to describe a time that they witness another employee show qualities worth recognition. Client feedback is another way to find out when an employee has exceeded performance expectations. Set a date and time, to meet with the employee to discuss their job performance and what kind of rewards they would like to receive for a job well done. Making sure to listen when they speak and have some kind of rewards in mind, that you know is within the allowed budget of the organization.
Once all feedback is received, that is when it is time to figure out what rewards to offer your employees, based from what they have said and their job performance. “Like most organizations out there, the human service organizations are funded by the government, state, and private donations” (Gohari, P., Ahamadloo, A., Boroujeni, M. B., & Hosseinipour, S. J., 2013). So to save the organization, it would be best to offer rewards that have nothing to do with money such as, a reserved parking spot, a vacation day, writing a formal letter of appreciation of a job well done for their employee file, make a one day pass, that can be used to take a day off with no questions asked, for the next two weeks allow them to have flexibility with their work hours, or make and give them an award they can hang in their office. Now for the employees that would prefer something that is going to them that wow factor, then you could buy them tickets to some kind of local event, they have been wanting to go to, give vacation tickets to a two day vacation cruise, arrange for a massage therapist to come and give then a massage at the office once a month for six months, the purchase of a new computer, gym membership for 6 months, or a luncheon with their spouse at the expense of the organization.
There are other ways that employees could be reward it as well and that is in what is known as an employee enrichment program. With this program employees have a chance for promotion; they also have the opportunity for self –development, job improvement and better pay. By giving them the chance to further their education with, employer tuition reimbursement programs, that will led them to the opportunity to do a better quality of work, that is of much more interest to them, leaving them feeling that the work they are performing is of important quality.
1. “Incentives increase morale: A simple “thank you” or “good job” from a supervisor can go a long way in making a person feel confident and proud in his or her job, as can more sophisticated incentives. That confidence and pride can help make an even better employee.
2. Incentives enable you to keep good help and attract more. Its pretty simple- incentives give the best people in the organization reason to stay. And good news travels fast- as others in the community are looking for paid jobs, they will naturally turn towards you organization as a place they want to work.
3. Incentives increase the productivity (or safety, or anything else you wish to promote) of members of your organization. If it is understood that increased productivity or a decrease in accidents, or longevity as a member of the organization gets fairly rewarded, then people will do their best to be productive and safe, or to remain with the organization. Bottom line, things that are reward get done.
4. An incentive program can decrease real and perceived favoritism by rewarding employees equally for actions or longevity. Jealousy or envy can deeply harm an organization, and are sure to spring up when employees are reward unequally. By having a program, you can be sure that one employee isn’t taken for a hamburger lunch to celebrate five years of service, and the other to the Tour of Argent” (The Community Tool Box, 2013).
Darling, K., Arn, J., & Gatlin, R. (1997). How to effectively reward employees. Industrial Management, 39(4), 1-4. Retrieved from http://search.proquest.com/docview/211629905?accountid=458
Gohari, P., Ahmadloo, A., Boroujeni, M. B., & Hosseinipour, S. J. (2013). The Relationship Between Rewards and Employee Performance. Interdisciplinary Journal Research in Business,5(3), 543-570. Retrieved from
The community tool box. (2013). Retrieved from http://ctb.ku.edu
Wilkinson. J. G. (1993). Special focus: Reward systems. National Productivity Review (1986-1998), 12(3), 325. Retrieved from http://search. Proquest.com/docview/236675943?accountid=458