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04 Dec 2019
by Robert Ordever

How to harmonise an international rewards and recognition strategy

Ensuring that a rewards and benefits strategy works at a local level can be challenging enough, so how do you go about making sure such a strategy can work on an international scale? Implementing a distinct, ring-fenced strategy in each operating country would be hugely time-consuming and tricky to administer. On the flipside, rolling-out the exact same strategy globally would fail to account for regional and cultural nuances.

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The key to harmonising reward and benefits across borders is to implement a single, cross-company strategy that doesn’t lose sight of local needs. Here are some thoughts on making it work.

What are your priorities?

Start by clarifying objectives and priorities for each country. What’s important and culturally relevant in one country may not require prioritising in another, such as a wellness initiative. It’s important to drill-down into each reward and benefit and consider its relevance and possible nuances in each case.

For instance, when it comes to staff recognition, American staff are most likely to value performance-based recognition. Whereas in India, constant recognition for all manner of achievements is craved. Ultimately, reward and recognition programmes that aren’t considered meaningful or relevant to employees will simply fail and so ensure there’s flexibility built into every initiative.

The need for equitable experiences

Implementing a single, cross-company strategy without being blind to local requirements ensures equitable experiences and fairness. It also allows the company to more easily track and report on progress and success.

Involve local leaders from the start, taking on feedback so that the design, implementation and running of the rewards and benefits programmes are tailored accordingly. Having champions at a local level will also considerably improve the chance of success.

The importance of delivery

In each case, consider how the reward/recognition will be delivered. Knowing how staff prefer to receive communication is vital here, as is understanding the most effective means of generating engagement. Interestingly, research tells us that Australian employees prefer email-based recognition, whereas in Japan, verbal recognition is championed. Indian workers also want to be highly praised and celebrated in front of their co-workers and be part of large scale ceremonies. This style of celebration may not be appreciated by co-workers from other countries. Even the most well-thought through reward and recognition initiatives can fail if the delivery is poorly executed.

Remember to think holistically, considering all aspects of delivering a successful strategy, from local language considerations and available technologies through to training leaders on how to deliver the programmes effectively. And don’t be afraid to seek guidance from external experts – using one or more partners with real global experience could prove the difference between success and failure.

A delicate balance

So making a rewards and recognition strategy work on an international scale is a delicate balancing act between global consistency and local needs. It needn’t be challenging so long as each reward and benefit is considered at a local level, with the buy-in and support of local leaders. By acting globally but thinking locally, this will harmonise the strategy and give it the maximum chance of success.

The author is Robert Ordever, MD of O.C. Tanner Europe.

This article is provided by O.C. Tanner Europe.

In partnership with O. C. Tanner

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