Employee Rewards Program

Employee rewards programs sound like something we can all benefit from, based of some known facts: generic rewards aren’t entirely effective, whereas the ones tailored to compliment the company can have a significant impact. Custom employee rewards contribute significantly to boost the engagement and company culture. Upon due consideration, we must realise the fact that implementing a rewards program isn’t always a step forward to success, unless it’s done the right way. Following this statement, is a list of the top five things not to do when designing a detailed employee rewards program:

1. Turning a Blind Eye to The History

One must never design a rewards program without an in depth knowledge and a detailed insight into the company’s past history with rewards. Finances are always to be kept in check; the tangible rewards mustn’t be finalised without identifying the appropriate behaviours to be rewarded. Rewards can be misused and misdirected; behaviours can’t always be changed without social reinforcement. Make wise decisions because reward programs tend to take the wrong direction, a consequence of an unplanned beginning.

2. Basing KPI’s on Biased Assumptions

Presuming that one knows what behaviours should be rewarded to produce the desired business growth, can be a reason for an unsuccessful rewards program. Observe, learn, converse, and connect with the employees to identify the behaviours that need addressing. Basing KPI’s on assumptions leaves a scope for biased opinions, which in turn, leads to undesired growth factors.

3. Ignoring the Objective Metrics:

Know the objectives of your rewards program and figure out a way to measure them. A common mistake occurs when only the subjective measures of effectiveness are considered, ignoring the objective metrics. Rewarding the wrong behaviour is never recommended. Remember, what you reward is what you’ll receive.

4. Undermining the Feedbacks

Rewards program tend to flourish when they incorporate employee and manager input. The job isn’t done yet, with rewarding; it requires taking feedbacks to find out if the reward makes an impact. Ask the recipients for a scope of improvement and apply the principles learned to design better the next time.

5. Underestimating the Significance of Recognition

Individuals who earn the rewards for their exceptional performances must know the specific reason for the recognition. A meaningful, sincere recognition encourages a positive behaviour in the future. Don’t restrict the rewards program to a mere transaction; it can be a great step forward to build personal relationships.

Appreciation is a fundamental need for humans to work with some motivation. Employees respond to appreciation because it is a reassurance of the value of their work. When recognised in a proper way, the productivity is set to increase, for there is a motivation to keep up the good work. Hence, an employee rewards program requires a lot of planning and organisation, to work in an unperturbed fashion; keeping in mind the foremost things to avoid. A well planned ERP can act like a catalyst, and give cause to an exponentially rising upsurge in the business charts of a company.

Abbott India Ltd

Challenge: Managing end-to-end incentive program for distributors efficiently.


  1. RewardPort registered addresses and email ids of all distributors by getting a form filled with their company seal & signature and digitizing it
  2. Created reward catalogue for 5 slabs with 4 gift options in each slab category
  3. Deployed an account manager and operations resource for timely MIS & escalation management
  4. Created a full-proof reward delivery system eliminating pilferage of gifts and theft/misuse by parties
  5. Created periodic schemes for retailers- free recharge on billing of Digene products

Program mechanics: We receive a data file from Abbott team with address and gift option details of the qualified distributors every month. Tangible gifts are dispatched directly on the addresses and e-vouchers are emailed on their registered email id.