Early on in my career as a Research Psychologist, I was involved in a project with the FAA where we were asked to develop and launch a team training program for Air Traffic Controllers. As we prepared to launch this initiative, we surveyed prospective participants to gauge their motivation to attend the course. After all, we wanted the course to be a success! So, we asked controllers how motivated they would be to attend the training based on: the length/pacing of the course, various course locations, whether they would attend with others from their tower or by themselves, endorsements provided by different individuals or groups, and so on.
One of the biggest surprises was related to endorsements. Controllers were highly motivated to attend the course if a coworker recommended the training, but they were not motivated if their manager or the union had endorsed the course. This was incredibly valuable information since we had been planning to enlist both managers and the union to help get the word out and garner attendance! The point is, we never would have known if we hadn’t asked. Without this information, we may (despite our best intentions) have set the course up for failure.
The same principle applies when setting up a rewards and recognition program. While it’s important that organizations celebrate the good work of their employees, not everyone will be motivated by or will find meaning in the same practices. Furthermore, some practices may inadvertently hurt more than they actually help. That’s why it’s so important to develop a program with employees (based on their participation and feedback), rather than simply for employees.
Research by Gallup[i] suggests that employees who feel recognized are four times more likely to be engaged at work, and SHRM[ii] reports that effective recognition programs can reduce voluntary turnover by approximately 30%. Despite these potential outcomes, some organizations have concerns about setting up a rewards and recognition program, including budgetary and time constraints, as well as perceived fairness. This may feel particularly tricky if the organization doesn’t have a positive culture—one where there may be lower levels of trust and a lack of accountability. With some careful planning, these concerns can be addressed and minimized.
The first key is to measure and reward what matters most. Too often, organizations reward what’s most visible without considering whether those behaviors truly advance the mission. Taking time to clarify these priorities prevents rewards from feeling random or unfair. It also ensures that employees in every role, not just the most visible ones, have an equal shot at being recognized – all of which should increase motivation and meaning associated with programs.
The second key is frequency. Recognition that only happens once a year at performance review time is rarely motivational or effective. People thrive when appreciation and gratitude are expressed consistently and in a timely fashion. Frequent recognition reinforces positive behaviors and prevents your best people from quietly wondering if their efforts are being overlooked.
The third key is to ask employees what motivates them. Managers sometimes assume that everyone wants the same thing—usually cash. While that may be true for some, others may value flexibility, learning opportunities, or even a simple public (or private) thank-you. Surveys, focus groups, or informal conversations can reveal what resonates most with your team. Chapman and White’s book The 5 Languages of Appreciation in the Workplace[iii] highlights this truth: some people are most encouraged by words of affirmation, others by quality time, and still others by tangible gifts. The point isn’t to give everyone everything, but to listen and build a menu of rewards that actually feel rewarding to recipients.
There isn’t one “right” way to structure recognition. Some organizations utilize on-the-spot recognition, where managers give immediate feedback and appreciation. Others build more formal programs with monthly, quarterly, or annual awards. Many companies are now adopting peer-to-peer recognition platforms (e.g., Kudos, Nectar) or utilize existing technology, such as a specific channel on Teams or other internal message boards, where colleagues can highlight one another’s contributions. This represents not only a lower cost solution, but it also alleviates some of the burden that normally falls squarely on managers. Peers and coworkers are also in a good position to observe critical behaviors and may have the bandwidth necessary to provide recognition on a more timely basis.
An increasingly popular option used by companies such as Zappos and Southwest, among others, is the points-based system. Employees earn points for behaviors the company wants to encourage—such as collaboration, customer service, or innovation—and then redeem those points for rewards of their choice. This method adds a sense of fairness, since recognition isn’t left entirely to a manager’s discretion, and it personalizes the experience by letting employees select what matters most to them.
As you can see, there are different options to consider. Run ideas by your staff, a representative committee, or a focus group to identify which components they find motivating and meaningful. How does recognition provided by peers resonate with employees? Do employees favor more immediate rewards and recognition, or does the concept of accruing reward points pique their interest?
A common misconception is that recognition requires big budgets. In reality, some of the most meaningful rewards cost very little. Praising someone’s effort during a staff meeting, extending someone’s lunch break, or giving an employee the chance to leave early on a Friday can make a lasting impression.
In his book, “Love Does,”[iv] Bob Goff shares a story about a card his little league coach sent him after he hit a home run as a kid. He admits that he wasn’t a very good player, but the coach’s kind words made him feel like he was a “real ball player!” He goes on to say, “Words of encouragement are like that. They have their own power. And when they are said by the right people, they can change everything.”
Like Bob, I’ve experienced the impact of small gestures, and you probably have as well. Back when I was a graduate student, our Research Director surprised me and another Graduate Assistant one afternoon by ordering us lunch after we had been rushing to meet a project deadline. As we ate together, he asked about our project, shared lessons he had learned from his mentor in Grad School, and even told stories about growing up surfing and playing soccer in Peru. Until then, I had only known him as a serious, well-published PhD who seemed to live and breathe his work. At that lunch, he gave us a glimpse of a slightly different side. For someone who values time and relationships, that $25 lunch meant far more to me than the monetary awards that came later. It was a small gesture of recognition that made a lasting impact.
For those who want to invest a bit more, wellness stipends, extra vacation days, or professional development opportunities are strong mid-range options. High-value rewards might include sponsoring someone to attend a conference, funding a certification, or offering a bonus. The key is not to rely on one type of reward but to create a menu of options that allows employees to choose. Choice matters because it prevents jealousy and ensures recognition feels personal rather than one-size-fits-all.
Even the best ideas can backfire if they aren’t implemented with care. Transparency is essential—employees need to understand the criteria for earning rewards. Equity matters too; if only high-visibility roles are recognized, those working behind the scenes will quickly disengage. And cultural sensitivity should be front of mind, since not everyone values the same kinds of recognition. Offering flexibility and variety helps avoid missteps.
It’s also worth noting that generational preferences differ. Younger employees often gravitate toward experiences, digital perks, or opportunities for input into decision-making, while others may prefer traditional tokens of appreciation. The important thing is to avoid assumptions by asking for input and staying responsive.
As some solid ideas start to take shape, pilot test your program for a limited time—maybe a few months. Continue to gather feedback to track the frequency and types of recognition being given, information on the perceived fairness and equity of the program, and assess how appreciated and motivated employees feel by the reward options. If there are features or components that aren’t quite working, don’t be afraid to pivot. Address flaws, weaknesses, and employee preferences. Then, try again until you find that sweet spot.
At the heart of every effective recognition program lies a deeper truth: every individual is created in the image of God, with unique talents and callings. Recognition isn’t just a management tactic—it’s an act of stewardship and love.
Paul reminds us in Romans 12:10 (NIV): “Be devoted to one another in love. Honor one another above yourselves.” When leaders honor employees with thoughtful recognition, they reflect Christ’s character—seeing the overlooked, affirming the faithful, and uplifting the weary.
Recognition, then, is about more than productivity. It’s about human flourishing. A workplace rooted in dignity, empathy, and intentional encouragement not only inspires people to bring their best but also reflects Kingdom values in action.
Recognition programs don’t need to be complicated or expensive to be effective. What they do need is authenticity, equity, and consistency. When leaders take time to measure what matters, provide recognition frequently, and ask employees what they find motivating, they create a culture of appreciation that transforms both people and performance.
Motivation, at its best, isn’t about squeezing out more—it’s about bringing out the best. That’s a vision worth rewarding.
[i] Gallup. (2024, September 18). Employee retention depends on getting recognition right. Gallup. https://www.gallup.com/workplace/650174/employee-retention-depends-getting-recognition-right.aspx
[ii] Society for Human Resource Management. (2022). Building a connected workforce: Key insights on employee engagement. SHRM Labs. https://www.shrm.org/labs/resources/building-a-connected-workforce-key-insights-on-employee-engagement
[iii] Chapman, G. D., & White, P. E. (2012). The 5 languages of appreciation in the workplace: Empowering by encouraging people. Northfield.
[iv] Goff, B. (2012). Love Does: Discover a Secretly Incredible Life in an Ordinary World. Thomas Nelson.