April 26, 2013 | By Mike Ryan
There is a lot of planning that goes into an effective employee recognition program. Communication, technology, awards and analytic elements must all be given careful consideration if the experience for employees and managers is to be positive and the economic effect for executive sponsors on par with expectations.
But what do HR managers need to think about long before any of those assets are put into play? They need to draw up a blueprint for budgetary approval and they need to do so in a business environment that is short on funds and long on expectations—one where senior management expects every project champion to demonstrate not simply how they intend to hit their goals, but how they intend to help others hit theirs. This edition of Madison’s Performance Perspectives is intended to help you craft such a plan and to help you understand the dos and don’ts of making the best business case you can for recognition.