Global Implementation of an Employee Program

Continued globalisation, people mobility, multi-generational workforce and a renewed focus on company culture have brought sweeping changes to business and have opened new frontiers of challenges for the Human Resource leaders. Globalisation & mobility of resources demand a need for policy homogeneity, so the employees have the same experience, no matter in which country office they are working in or moving to. There is a greater realisation amongst the HR community to have an evolved system that gives recognition a more structured, uniform and centralized approach whilst addressing the challenges posed by the developments.

As an HR manager, a few points to keep in mind while giving shape to a global recognition initiative are:

1) All hands on deck: Keep the participating countries involved at the early stage of program development. More often than not it’s been witnessed that the sponsor country would implement the program without informing other countries. This might result in a program that may be a cultural miss-fit. Including the local country representatives in the program and communication design, will help bring in the local nuances that are essential for a successful launch and acceptance.

2) Abundance is all there is: For a program to be attractive and relevant to all employees, it should create ample earning opportunities both in terms of avenues to earn and the amount to earn. As an HR manager, determine the earning parity for the participating countries and allocate budgets that will allow the participants to draw a significant award in that country. Good numbers of programs fail to deliver engagement due to under budgeting for rewards.

3) Communicate, communicate, and communicate: Any program to be successful requires an extensive Communication and Training plan. Recognition, often not seen as an immediate priority gets neglected by the managers. Importance of recognition timing is endemic to its own success and in building a productive organisation. Managers/employees must be trained to be aware when to recognize, for what behaviors and how much to reward. An organisation must plan a sound communication and training calendar that goes beyond just the launch

4) Go Native: Translate in local language wherever possible. Translation which plays an integral role in driving adoption of global programs is often missed during implementation. Translate all items of program communication such as program collaterals, website content, online demos so that employees can make best use of it.

5) All Access Pass: A lot of times, an organisation’s IT infrastructure/policies become an impediment in rolling out global initiatives and such challenges are more prevalent for organisations that have employees operating out of their client locations. Ensure that all employees including those working remotely or out of client locations have access to the recognition platform.