Page 62 - Occupational Health & Safety, June 2018

Employee Gifts & Incentives
age employee participation in a variety of activities. The most popular are:
■ physical fitness activities, such as walking or jogging
■ regular medical checkups
■ smoking cessation programs
■ heath risk assessment surveys
■ monitoring health conditions such
as hypertension or diabetes
Including teams will increase ef-
fectiveness. For example, corporately organized participation in community 5K events provides fun opportunities for participation. Some clients establish quarterly team competition with goals for exercise, weight loss, or other activi- ties. Points are awarded for reaching pre- established goals. Social activities and accountability will improve long-term participation and results.
Our clients often include (or add) a wellness component in their safety pro- grams. Have an existing employee safety program? Consider adding a wellness component to increase effectiveness.
Smaller companies pos-
sess the fertile soil in which
to cultivate dramatic results. Higher employee engagement at the outset produces positive results much earlier in the life of the program.
Employee Recognition as a Comprehensive Solution
Just as including a wellness component enhances employee safety, making them part of a system-wide employee recogni- tion program has proven to be an effective strategy. Programs of this type provide a central point for establishing, reinforcing, and communicating core values, goals, and objectives.
Research consistently shows a posi- tive, progressive linkage between employ- ee recognition, employee engagement, and company performance. Employee recognition programs are tools by which appreciation is expressed consistently to
employees for their loyalty, contributions, and accomplishments.
Consistency is often the determining factor for success, especially in establish- ing and cultivating a positive and pro- ductive culture. The Gallup organization has been tracking employee engagement trends in the American workplace for years, and their studies repeatedly show tremendous potential for improvement in this area.
Common misconceptions can lead to flawed program design and can adversely impact your results.
Addressing Misconceptions
Many clients feel overwhelmed at the prospect of implementing a comprehen- sive program that includes safety, well- ness, and employee recognition. Begin by ranking initiatives by organizational im- portance and realize that it’s often easier to build upon those that are already in place. Over time, additional components can be added.
As the program begins to mature and bear fruit, other parts of the organization will take note and want to participate. Our experience has shown that this or- ganic growth produces stability and long- term, positive results.
Smaller companies tend to focus on less complicated programs, having the opinion that structured, points-based safety and wellness programs aren’t as effective for smaller organizations. Our experience with smaller clients is decid- edly contrary to this idea. In fact, Gallup substantiated this when they examined engagement by company size and found that the largest companies have the lowest levels of engagement, while the smallest have the highest.
Smaller companies have outpaced all others by a difference of 8-12 percentage points and, during the past four to six years, engagement of small companies grew while others remained stagnant. Therefore, smaller companies possess the
fertile soil in which to cultivate dramatic results. Higher employee engagement at the outset produces positive results much earlier in the life of the program.
Some common misconceptions can lead to flawed program design and can adversely impact results. A few of these include:
■ We don’t need to reward partici- pants for doing the job they are paid to do. Reward and recognition is more im- portant today, given the rapidly chang- ing workforce. Younger workers are even more concerned about being shown that they aren’t taken for granted.
■ Reward budgets aren’t that im- portant—it’s enough that we have a program for our employees. The larg- est portion of program budget should be allocated for participant rewards and must be considered in conjunction with required behaviors and results. Program administrators often underestimate the importance of meaningful recognition and rewards.
■ All-or-nothing award rules will provide more permanent results. This can be devastating to morale, especially when implemented for employee safety.
■ Exclusionary implementation won’t be perceived as a negative. A com- prehensive program is the best way to reinforce value, vision, and culture while motivating and engaging employees. Have distinct KPIs for each job type to maximize success and include everyone.
We’re advocating a web-based points program that will ultimately include per- formance indicators for safety, wellness, tenure, peer recognition, attendance, and more. Consider the impact such a pro- gram can have on safety, wellness, reten- tion, and employee engagement in your organization’s strategic objectives and ultimate success.
Jeff Edwards is vice president marketing/ business development for Q!C—Qual- ity Incentive Company (https://qualityin- centivecompany.com/), a member of the Incentive Marketing Association (www. incentivemarketing.org).
58 Occupational Health & Safety | JUNE 2018
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