Corporate perks are one of the big ways companies are fighting the war for talent. A war that, according to the ONS, is intensifying.
It’s ever-more important for your business to find creative ways to attract and keep quality staff.
But corporate perks aren’t just about blinding staff with cheap, glitzy gifts. Quality employees are more clever than that.
These perks need to be an extension of how you see employees, and the kind of workplace culture you want to enjoy.
Don’t just think about what’s going to make you look funky and different when job-seekers are scrolling through CV warehouses’ open roles.
Think about how your perks reflect your attitude towards staff and your business.
Travelling is enriching, energising and broadens the mind. It’s also one of the most common ambitions your employees are likely to have.
Offering time and resources to see the world will enrich the minds of your staff. And your employees will see that you value them not just as professionals, but individuals.
2. Employee rewards
Make sure staff efforts don’t go without reward and recognition. Rewards become long-lasting trophies and positive memories for staff.
Jump over here if you want the full run-down on everything need to know before offering employee rewards.
3. Flexible hours
Modern life has a funny way of refusing to fit comfortably in the time outside 9am and 5pm.
Showing a bit of trust and letting staff be flexible with hours makes it much more comfortable to balance work and life. Remote working access would also be a huge game-changer for a lot of staff.
4. Time to volunteer
If you care about something, and it’s part of your company’s values, give your staff a stake in it.
Let them put some time aside every year to volunteer for a good cause that reflects what your company’s about.
As a corporate perk, it’s more than a feel-good exercise. Your staff get invested in the same things your company cares about, improving employee engagement. And boosting internal sentiment about your company.
5. Holiday trading
If you’re not already familiar, holiday trading is a form of salary sacrifice. Employees give up a slice of their annual pay for an equivalent number of days off. Or selling their extra holiday back.
As we pointed out in the flexible working section, everyone’s life is a bit different. And what’s important to everyone is different.
Some employees would relish the chance for an extra week with their family. Other work-obsessives might bristle when asked to take their days out of the office.
The most important thing is that the choice is there.
6. Training and development
The ugly stereotype that millennial staff are fickle job-hoppers does start with a sliver of the truth. Millennial staff are keen to learn, and they’re keen to take opportunities to grow.
Offering opportunities for staff to grow has two major effects. Talented people will seize the opportunity to develop their skills, and they’ll be inclined to stay with the companies that invest in them.
7. Staff discounts
Make the everyday a little bit easier, every day. Offer your employees a way to ease the daily burden of the things they can’t avoid making part of their routine spending.
Even discounts that seem small add up quickly when you use them over the course of a year.
Alternatively, you could arrange discounts on services like laundry, gym membership or cafes by dealing in bulk with local suppliers.
Staff will appreciate a corporate perk that does something positive for them every day.
Sometimes an employee can feel a bit divorced from the impact of their work. The difference between the company having a good year and a brilliant year might not get them fired up.
If it’s right for your company culture, profit-sharing would build more investment between employees and the success of the company.
They’d have more emotional connection to the effects of their work, and a sense of connection with the business.
The common thread through these corporate perks is having a bit of empathy. Acknowledging staff are human beings, not just cogs in a machine. People with needs, ideas, and wants.
That’s the foundation of any attempt to deploy some difference-making perks to attract and keep top staff. Get the emotional core right before fretting about which perk is right for your business.
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Employee rewards are vital to your employee recognition and benefit mix. Getting the most from your rewards means getting to grips with the basics of using them. Enjoy the full rundown on what you need to know about employee rewards.
An employee reward is any token, gift, prize, or cash-value trophy. You use them to thank employees for something you or your company believe is valuable.
That’s the simple part. The harder part is figuring out how you can make the best use of them in your business.
How that intersects with recognition and incentives
Rewards act as a signal boost for recognition. We’ve said this a few times, but rewards aren’t the same as recognition.
They’re linked, because rewards can back up recognition. But it’s important to get a grip on how recognition works without rewards to make sure you’re getting the most out of your rewards.
It’s easy to confuse incentives and employee rewards and put them into the same neat category. The truth is they’re related, but very different ideas.
An incentive still involves a reward, but to be an incentive the employee reward needs to be withheld until the employee or team hits a target.
An effective incentive also has to be discussed ahead of time to give the employee motivation to complete a task or hit a milestone. Otherwise, you’re firmly in the world of just issuing rewards.
Now that you’ve got the what, we’ll walk you through the why, when and how of using employee rewards for your business.
We’ll start with why they’re so important.
Why you need to offer employee rewards
You need to offer rewards for three major reasons:
Intrinsic and extrinsic rewards.
We’ll explain each of them here.
Intrinsic and extrinsic rewards
In the office, intrinsic reward is the feel-good sensation your staff take from their work. Feeling proud of achievements.
Taking pride in supporting their team. Feeling a sense of accomplishment in helping the business reach its goals.
Many elements go into that sensation. Your management style, engagement, the work itself. And recognition, too. That’s why it’s so important you get a grip on both rewards and recognition.
Extrinsic rewards, the other kind, are the ones you buy from us. They’re external rewards that have some kind of tangible element. Their real-world cash value is what fuels their value to staff.
The two need separate understanding, but they intersect. The physical (extrinsic) rewards make the intrinsic (emotional) rewards more powerful. They do this by turning them into trophies.
Not only do your staff get something they enjoy through the reward, there’s a lasting impact. Non-cash value rewards make excellent trophies. Unlike cash, which we’ve covered already as a poor reward.
Those trophies have an afterglow. They help your employee bask in a sense of achievement whenever they reflect on their reward.
That means employee rewards do more than make employees feel great about one achievement. It makes them feel better about their entire job. It’s a useful tool for building employee engagement.
Combined, there’s a big influence on motivation and job performance. Assuming you deploy your employee reward scheme effectively.
Operant conditioning is a fancy way of saying “getting people to do what you want.”
The concept is similar to Pavlov and his famous bell. Only instead of making your employees hungry you make them feel good.
The process is very simple. Your employees do something exceptional. What that is, we’ll address later. Recognising this exceptional event, you reward the employee.
The reward, as we’ve said, doubles-down on how good they already feel about their achievement.
It’s human nature to seek out those good feelings again. Behaviour you reward is behaviour you’re more likely to see repeated in the future.
As a result, you quietly train staff to associate good feelings with work achievements.
The rewards, like the ones we supply, make that easy.
Rewards are an extremely common tool for incentives and motivation. Excellence requires acknowledgement and celebration. As we pointed out, rewards are a very effective tool for marking and creating high performance.
The flip side of rewards being commonplace is that they become an expectation. What was once a fringe benefit is something staff assume they’ll receive.
Expectation is very important to employees. Failing to meet it starts to erode the way employees see their employers. Over time, failing to match expectation chips away at their faith in the business.
This has a knock-on effect on employee engagement.
To summarise, you need to offer rewards for three primary reasons.
1. They’re good for motivation, morale and productivity. They interact with and amplify the intrinsic rewards we mentioned to do that.
2. Employee rewards help you get more of what you want from staff. That’s by influencing and reinforcing their behaviour through rewards.
3. Staff are expecting to receive them.
Now it’s a question of when you should be doling out the rewards.
When you need to offer employee rewards
As we pointed out earlier, rewards work as behaviour modifiers. As such, rewards need deploying when you have a chance to create a better work culture.
We can’t tell you every single situation in your company when a reward would be appropriate.
At least not without one of the team getting to know your business first (you’re always welcome to give us a call, we’d love to do just that).
But we can give you, based on your experience, some suggestions to start the engine for you.
Reward employees for:
Exceeding performance targets
Exceptional customer service
Sustained outstanding performance
Putting other people’s needs before their own
Going beyond their job description for the company
Spotting major roadblocks and coming up with ways around them.
Exceptional ideas for the future. You should already have a way to submit ideas, and you should reward the most exceptional ideas
Volunteering their free time to support charities you value
Putting your company values first in their work and behaviour
Taking up an exceptional amount of voluntary training
Solving a long-standing problem
Organising fun (but appropriate) social events or drumming up community spirit
Referring valuable new clients
Displaying notable loyalty to the business
Being a leader in the office, whether it’s making sure the office gets cleaned or helping employees deal with change
If you’re ever unsure if an employee should be rewarded, run a mental checklist. Ask yourself if the situation is:
Notable: For both the employee and their peers, the reward should attach to something obviously notable.
Positive: It should almost go without saying, but only reward positive behaviour.
Values-based: In clear alignment with your company values.
Purposeful: Contributes to the purpose and mission of your company.
Timely: Don’t let time pass between a noteworthy employee event and your offering of a reward.
Now you know what, why and when. It’s just a question how rewards should find their way to staff.
How to reward employees
The different types of employee rewards, how to deliver them to staff, and the relative merits of each approach.
Digital, physical, a blend of each, the benefits and drawbacks.
Types of rewards
Digital reward codes.
The pros and cons of different employee rewards
Cash is not a great reward, even if it is a popular one. Read more about our opinion on that here. But to give you the summary: your staff are used to it.
It’s an existing transaction. Money is also a source of stress. It doesn’t make sense to confuse pay and rewards by rewarding with cash.
Gift cards are versatile and exciting. Our gift cards come with more than 95 in-store retailers, and e-gift cards.
E-gift cards are a further selection of physical and digital brands accessed by swapping the value of your gift card online. Gift cards work for just about anyone, assuming you can get them delivered.
Vouchers are simple, tactile and immediate. We still see a place for the voucher in the reward marketplace.
Particularly for on the spot, quick rewards among staff that can’t use a phone or computer at work.
Digital reward codes (or e-codes) make it simple to ping rewards about teams that aren’t always in the same.
By using SMS and as delivery, anyone with a phone or computer can receive the reward.
We’ve watched the demand for experience grow massively over the last two years. It’s a sign of changing times, as more of the younger generation enters the workforce.
As a result, there’s less emphasis on items and more longing for adventure. Whether it’s a group experience or individual experiences, they’re rising as workplace demographics change.
There’s still a place for the simple trophy. Even if other rewards become their own sort of trophies, an actual trophy has value.
They’re very effective for capping off internal contests or light-hearted competitions. And they’re extremely cost-effective compared to the positives impact on morale.
We don’t just mean a company-branded windbreaker. We’re talking about electronics, fashion, kitchenware, cameras, sporting equipment, luggage and more.
Demand for merchandise tends to trend toward older generations, but there’s a lot of older workers to cater for.
Sourcing your rewards
Obviously, we’re a bit biased on this subject. But you would have to be mad to try to source and house a catalogue worth of rewards on your own.
Especially if you want to use a mix of rewards. Let a third party handle that for you. Reward suppliers offer you reward management, platforms, expertise on running schemes and quick delivery.
Our employee rewards as a case study
Your company doesn’t have to just pick a reward and stick with it. Appreciate’ teams are a great example of using a blend of rewards.
We have logistics, office-bound and mobile staff across multiple locations. We have to mix up how we reward teams.
Our warehouse staff spend most of their time away from a computer. To keep the warehouse ticking there’s a lot of picking, packing, boxing and counting going on.
So any kind of employee reward tends to be physical. Our warehouse teams also swell quite a lot during the run-up to Christmas. Gift cards and vouchers are timely and tangible.
In a warehouse environment, without phones or computers handy, they make perfect sense.
Some of our sales staff, on the other hand, are mobile. And we also have a second location down south.
Mobile sales staff are only in the office once or twice a month, and our second office come to HQ even more sporadically.
For them, a reward essentially has to be digital. We can send digital rewards quite easily with a digital reward code.
Anyone, anywhere, gets a code through their phone or email and cash them in straight away.
Meanwhile, we have a lot of flexibility for our permanent in-office staff. Because all of our employees have an Everyday Benefits discount gift card, we can top them up as a reward.
It saves us issuing a brand new gift card for every reward opportunity. They then spend the EDB discount card just like a regular Love2shop Gift Card.
We can also draw on business occasion cards and occasionally digital rewards.
Just like our clients, we have a mix of options at our disposal because we have a mix of staff.
What you need to do now about your employee rewards
Start implementing. Worry about formalising and automating later. You could spend a long time planning and worrying about the perfect reward scheme, but just getting started matters.
Time spent dithering is time spent not trying, doing or learning. You will want to deploy, assess, re-assess and adjust as time goes on. Starting with a modest, deliverable plan and expand on your successes.
Use our list of behaviours as inspiration to get started, and assemble a list of achievements to look for. Once you know what you want to reward, consider how your employees work.
Their unique work conditions will dictate the type of reward and how it’s delivered. Then just get to it.
If you want anything, whether that’s some gift cards or just some advice. Get in touch. We’d love to talk to you. Just use the live chat on this blog, call us on the number at the top of this page, or shoot us an email.
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If your business doesn’t have values, it’s time to think of investing in some. We choose the word investment on purpose.
Values are a significant boost to a company that lives and dies by upholding them. However, like any investment they need attention, maintenance and care to be valuable.
Modern staff increasingly indicate they want to work for ethical companies. The world is more aware than ever of the effects of our lives, personal and professional, on the wider world.
As a result, there’s some existential and internal pressure to behave in an ethical manner. Those needs dovetail neatly with what employees want from their employers.
Upholding some coherent, ethical values will help you with staff retention. 
2. Establish a purpose and talk about it
Connect the work your employees do to something more interesting than bars on a chart. Then make that your purpose, and find a way to talk about it.
Graphs and bar charts are too boring. They need context to get an emotional response from staff. They don’t seem as tangible as real-life outcomes.
Too many companies set out with a purpose, but it ends up as flimsy PR, internally and externally.
Employees stay with employers that make a real difference to the wider world. Connecting employees with a professional raison d’être gives them more than just figures and graphs to look to when it comes to what they take satisfaction in with their work. 
3. Recognise staff
Recognise your employees for anything that brings sincere value to your workplace. Not just for hitting targets, but for improving your workplace overall.
Recognition isn’t just another form of reward, it’s a way of building a relationship among a group.
From both managers and colleagues, it’s important for human beings to feel like a valued member of a team. It’s vital to our emotional comfort and personal and professional safety.
Recognition improves areas like motivation, productivity, engagement and satisfaction. It extends to retention, too: 55% of employees state that they would leave their current job for a company that embraces recognition. 
4. Empower staff and listen to them
Having a voice in decision-making gives staff a sense of buy-in over their work and what they’re being asked to do.
The only thing worse than not listening to staff, is listening to staff and ignoring what they say.
When your staff believe in a project that requires their expertise, they will be more invested in the project’s success.
Technology has allowed work to infiltrate the home lives of workers through computers.
As a result, the lines between the personal and professional are irreparably blurred.
Many staff see a fair but neccessary transaction here. In exchange for more work out of office hours, employers have less say over where that work takes place.
You might have some hard red lines, depending on your industry. You can’t fly in the face of regulations, legal constraints or even the need to staff your call centre. But flexibility will be a prized workplace benefit for the foreseeable future.
And employees will leave for employers with more flexible approaches to work. That’s a direct threat to staff retention. 
12. Offer robust employee benefits
Employee benefits are not optional. They’re vital for attracting and keeping quality people.
Even just finding a way to alleviate the financial burden on your staff could be monumental.
Employee benefits that improve quality of life increase employee attachment to employers.
Competitive employee benefits packages reduce personal issues that make employees think about leaving.
They also help you attract new employees at the same time. Combined it’s great for acquisition and staff retention.
13. Address your work environment
Does your workplace work for your workforce? As companies grow, workplaces themselves can become a millstone around the neck.
They can stop teams from reaching their potential and frustrate your employees. Frustrated employees are poor for staff retention.
Companies like Google, Facebook and Apple invest collective billions into their work environments. Because they know employees need appropriate surroundings to excel.
Some factors that make a workplace a better environment for your employees include:
The ability for employees to communicate properly.
Some degree of privacy, or space for quiet work.
Access to the technology they need to do their work, like wireless internet or video conferencing equipment.
A location that’s desirable without being inaccessible for staff.
Access to food and health services.
Safety of workers during their working day.
14. Embrace the exit interview
If an employee leaving your business is a cloud, then the exit interview needs to be the silver lining.
You can’t claw back an employee already walking out the door, but you can learn from what set them on that path.
Then you can apply that knowledge to the rest of the your staff. Especially the ones who might have one foot out the proverbial door.
Put employees at ease by holding the interview after they’ve secured a reference. That way there’s no fear that they’ll put their next role in jeopardy.
Ask open-ended questions that address their employee experience without being too negative. For instance, asking what an employee would like change about the company is more constructive than just asking what they didn’t like about working for your company.
Be positive, honest and above all else, keep their answers as confidential as possible.
Getting staff retention strategies off the ground
Ultimately, your company needs to believe in the change, and believe in the need for the change to take place. Not just individually, but as an organisation.
Making any kind of substantial change to how your business operates will tend to seem like a big deal. That means it’s important to have the will to overcome any hurdles.
Your senior leadership needs belief in the change to drive it home. In the long run, it will be worth it. Employees that stay longer bring immense value and understanding to your company.
Their contributions eclipse the price of making sure they stay in the fold in the first place. Once your senior leadership understand the need for change, it’s much easier to drive positive changes across a whole business.
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Peer-to-peer recognition programs help build a sense of belonging and a positive place in a business. In turn, that leads to more motivated staff and better productivity.
A recent study from Harvard Business School (HSB) put this assertion to the test with a group of fruit pickers.
Their results back up what we tell all our clients. Recognising your staff, particularly peer-to-peer recognition, leads to happier and more productive employees.
How the study worked
HBS researched fruit harvesting staff in the Western United States. The work is relatively lonely. There’s minimal social interaction, and few chances for an employee to hear positive feedback from peers.
A sub-group of fruit pickers were asked to watched a short video. It was presented by colleague from their company, detailing how the work they do has a positive impact on the rest of the business.
The video was deliberately inclusive in tone. It focused heavily on how quality work benefited the company. Not just the company’s success, but how they affected the work of employees further down the production queue.
The employees exposed to positive expressions about their work were more motivated and did more work.
The motivating effect showed up again in a similar lab study too. Internal recognition and affirmation had a positive effect on employee motivation and productivity.
The key conclusion
The most important line in the study is this:
“Contact with an internal beneficiary…yielded a persistent increase in productivity.”
It’s something you need to embrace and utilise for the health of your company and your employees.
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Staff morale is an insidious crisis. As we’ve pointed out before, up to half of your staff are thinking about leaving. Keeping those employees in your business, and happy to be there, needs to be top priority.
Morale is more than smiling faces and chipper attitudes, though. It’s how your staff approach their work, how they treat each other, and how they see their own place in your company.
But, what you’re doing to hurt morale won’t always be obvious. There are nine ways you could be destroying staff morale without even knowing you’re doing it.
Not giving staff a voice
Workers are only human, and humans need to be heard. Their point of view needs to be considered, and their opinions need to be given weight to keep staff morale high.
If employees think their opinions on their job aren’t wanted, they’ll start to feel undervalued and ignored. Feeling that their point of view doesn’t matter to senior colleagues, morale will quickly spiral. Everyone needs to receive feedback. And leaders must be seen to seek it out.
Not recognising employees
Recognition is the one thing you could start doing today that would improve staff morale. You don’t have to wait for the budget or approval to roll out an employee engagement platform to get started. Even though they do make recognition a much easier task to manage.
Recognition, filtered through your company’s values, shows employees the value and worth of their daily work.
Not talking about the future
When you’re taking a train, you check where it’s going before you hop on. You don’t just hope the train is going somewhere nice, or blindly assume it’s going to the right place.
Staff without any idea where they’re going are like lost passengers who think they’ve got the wrong train. Looking out the windows for landmarks. Asking other passengers where they’re going. And, ultimately, thinking it’s best they hop off the train now before it’s too late to turn back.
Give employees a firm idea of where their company is going. It lets them get invested in the journey, and smooths out the fear that they’re not heading somewhere worthwhile.
Undermining your company values
So, you’re an energetic, agile company on a mission to change the face of central heating repair forever. You believe in integrity, quality and unmatched customer service. But, does your work practice live up to that? Do your leaders? And, crucially, are you both held to account?
If your values aren’t seen to be carried out, they won’t be seen as important to how you do business. It also presents your company’s leadership as two-faced; wanting the benefits of appearing to be values-led without the inconvenience of carrying those values out.
That creates a dysphoria in how your staff see your brand. Employees can’t embrace their work as driven by values if they don’t get to see those values in action.
Letting excellence go unrewarded
Outstanding behaviour doesn’t just deserve to be rewarded, it needs to be rewarded. Don’t miss the opportunity to mark special moments in an employee’s time with your company. We’ve got a whole blog post over here detailing when you need to be breaking out your rewards for staff.
Failing to find purpose
What does your company do? Beyond just revenue, profit and loss. What’s the outcome of your company’s efforts, what’s different in the world when you meet your objectives?
Pouring emotions into work, and taking personal satisfaction from it, means having something to point to when it’s all done. Something more than a graph being bigger than a graph you made earlier.
Purpose gets employees invested in what your company is, and what it does. It creates people loyal not just to their paycheques, but the differences your company makes to the world around them. Long term, that builds real engagement with your business.
Assuming quiet employees are happy
Squeaky wheels get the grease, no news is good news, and so on. As a blanket rule for work, it’s nonsense. Dissatisfaction festers in the shadows, and employees at risk of checking out and looking for another position are likely to go quiet on you.
Unhappy and silent staff have stopped looking at leadership as a way to fix issues. Restoring that relationship means getting them talking again and asking about what’s making them unhappy.
Enforcing inflexible work
Flexibility is one of the most-demanded perks across the country. And for good reason. Time outside work is at a tremendous premium, and the demands of work aren’t easing up either.
To meet the demands of professional life, many employees chip in with their personal time. No shocks for anyone there. However, it’s unreasonable for a company to demand staff give more than their contracted hours every week, but still feel entitled to tell them where all of those hours get spent.
There has to be give and take. Without flexibility, staff will grow frazzled trying to juggle ever-increasing professional and personal stresses. Ultimately, that means looking elsewhere for a more flexible working arrangement.
Stifling job scope
Employees often end up feeling like they’re in a box. In trying to streamline roles and make working processes efficient, what staff actually do can become extremely constrained.
Work becomes a production line of tasks, designed to run at max capacity for eight hours a day. It doesn’t leave much room for creativity or expression. Or any space to gather and express new skills. When staff feel trapped their relationship with their work turns hostile. In turn, that creates a huge drag on morale.
Recognising these problems, and acting to reassess your behaviour as a leader, is how you can turn the tide. Otherwise, poor staff morale only leads to problems with staff retention, productivity and engagement.
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Flexecash is the pre-paid card platform which issues the Love2shop Cards. The Your Choice Card is issued pursuant to a licence from Mastercard Europe SA. These facilities are provided by Park Card Services who are Authorised and Regulated by the Financial Conduct Authority to issue electronic money. (FRN: 900016). “Appreciate Business Services” and “Appreciate: The home of Love2shop” are both trading names of Park Retail Limited, registered in England with company number 402152 and registered office at Valley Road, Birkenhead, Merseyside, CH41 7ED