Learning Methods
A traditional classroom couples on-site learning with the added value of face-to-face interaction with instructors and peers. With courses and exams scheduled worldwide, you will be sure to find a class near you.
Highly Interactive
On-going interaction with instructor throughout the entire classroom event
Interaction with peers/professionals via face-to-face
Components (May Include)
On-site instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available two weeks prior to the course start date; printed course materials ship directly to the event location
One + Days
Varies by course ranging from one to multiple days
Technical Needs
Specific requirements are clearly noted on the course page
Virtual Classroom
Ideal for those who appreciate live education instruction, but looking to save on travel. A virtual classroom affords you many of the same learning benefits as traditional–all from the convenience of your office.
Highly Interactive
On-going interaction with instructor throughout the entire virtual classroom event
Interaction with peers/professionals via online environment
Components (May Include)
Live online instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available up to one week prior to the course start date. Recorded playback and supplemental materials available up to seven days after the live event.
Varies by course ranging from one to multiple sessions
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Phone line access
A self-paced, online learning experience that allows you to study any time of day. Course material is pre-recorded by an instructor and you have the flexibility to view content modules as desired.
Independent Learning
Components (May Include)
Pre-recorded course modules
Supplemental learning elements such as: audio/video files, online quizzes
E-course materials are available online within one business day of purchase
Optional purchased print material ships within 7 business days
120 Days - Anytime
120-day access to e-course materials available online within one business day from the date of purchase
Direct access to all components
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Contact Sponsor
Paul Thompson
Phone: 1 44 01614322584
Contact by Email | Website
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How You Know When Your Recognition Program Is Working

Over the last few decades, it has become increasingly clear that employee satisfaction and engagement have less to do with material gifts and much more to do with the quality of the work culture.

Everyone enjoys receiving a gift, but if there is no sincere connection between the giver and receiver it becomes an empty gesture. That intangible connection is what many HR departments are chasing when they field companywide employee recognition programs.


Recognition, rewards and incentive programs have evolved into enterprise-wide systems with specific performance management goals. These programs often aim to build an entire employee experience from hire to retire, regularly communicating organizational goals and values along the way. The idea is to create timeless insoluble personal bonds with employees that transcend material gifts.

Simple, right?

Anyone who has managed a group of people knows that this is easier said than done. Each person has their own unique experiences and perspectives that don’t always conveniently align with company goals. Intangible qualities like engagement and job satisfaction are notoriously difficult to measure, as they are usually the sum of many contributing factors.

It can be tricky to know what to look for and which questions to ask to ensure your recognition program is working for you, and not against you, in your engagement endeavors. Fortunately, there are some undeniable indicators of success to keep an eye out for: 

High Program Participation

To the surprise of no one, the more employees are using the recognition program, the better it holds their attention, giving you more opportunities to communicate and demonstrate the culture you desire via its channels. Program participation rates such as system logins, gift redemptions and award nominations are the first step to understanding how and why your recognition program is successful or not.

From these simple statistics you can start asking the right questions about what’s working for employees and where things can be improved. The most engaging programs come from several fine adjustments over time. Find the sweet spot that suits your unique culture, allowing you to mold and amplify its characteristics.

Positive Employee Feedback

Anecdotal evidence in the form of employee surveys is the most reliable method of gauging the ground-level success of your recognition program. A recent IRF "Voice of the Market" survey found that universal programs meant to increase morale or build culture “often have no KPIs assigned,” and instead rely on anecdotal measurements like engagement surveys, roundtables and focus groups.

Recognition is an ongoing aspect of performance management that requires regular participation, feedback and maintenance. Gallup has known for a while that their Q12 Survey item, “In the last seven days, I have received recognition and praise for good work,” is correlated to a 10% to 20% difference in revenue and productivity.

Performance-based programs like sales and/or channel incentives, safety and daily productivity rewards typically target specific metrics that are measured in a more straightforward fashion. But if building culture is your thing, surveys are the keys to the kingdom. If a program is successful in motivating employees, it will be clearly shown in the results, and vice versa.

Strategic Goal Setting

If you don’t have specific goals in mind from the start of your recognition program, you’re going to have a harder time when it comes to measuring success. As we like to say, recognition isn’t a “set-it-and-forget-it” initiative. It only works if you work it. See recognition as a strategic lever and have specific company goals in mind going into it, and you’re going to have an easier time measuring success.

Recognition programs build the culture that further enables you to reach those larger company goals, so use the program to work towards them, and report on them. Maybe you want to increase retention companywide, motivate sales in one area, rally employees after a merger, or build a reputation of kindness — any way you slice it, thoughtful program goals are more measurable and relatable back to the bottom line. Apply the principles of recognition in good faith and support it from the top down, and the results will come.

Manager Participation and Engagement

Managers are the most influential recognizers, as they represent the company image in the eyes of frontline employees. They also spend the most time day-to-day with frontline employees, making them ambassadors of the recognition culture. In fact, the manager-employee relationship is a top influencer of job satisfaction, accounting for up to 70% variance in engagement levels.

Measuring how often managers recognize employees is useful in determining how well they are communicating the desired culture and creating the daily experience for their teams. It is also helpful to have regular conversations with managers about the workplace morale and addressing their needs to improve it.

Furthermore, as managers do the bulk of the ground-level work when it comes to recognition programs, make sure they are being consistently recognized along with their peers. Managers are often overlooked when it comes to getting recognized, so don’t forget to let them know how valuable they are to the process.

Nurture Recognition for Continuous Success

High program participation, positive employee feedback, strategic goal setting and manager participation: These are the four big indicators of whether a recognition program is working the way it’s supposed to, permeating and infusing your culture with sincere vibes of kindness and appreciation. But don’t stop there. Your program is as unique as your own corporate identity and goals. You have all the power and agency to zero in on program activity and create your own benchmarks for success.

Engagement and employee satisfaction are always moving targets. But if you keep a keen eye out for these green flags and nurture them along with your own observations and improvements, a solid recognition program can greatly improve your aim.

About the Author

Cord Himelstein Bio Image

Cord Himelstein is the vice president of marketing and communications for HALO Recognition.

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