Chris Ronald, VP of Incentives, Rewards & Benefits at BlackHawk Network, BHN talks to PA Life about the power of recognition and rewards in retaining staff…
A new challenge
In recent months, headlines have focused on the stand-off between employers insisting on office returns and employees pushing back. Research from the British Chambers of Commerce last week revealed that some UK workers are quitting their jobs over return-to-office demands. But, while the focus has been on where people work, the real missed opportunity is why they should stay.
The value of recognition
Research from Blackhawk Network (BHN) shows that seven in ten UK employees are actively looking for a new job. This is a large figure on its own, but what is even more striking is that 40% of those who had already resigned said they would have stayed if their employer had given them a reward or recognition. This is not about grand gestures or one-off incentives, it is about building a culture where appreciation is regular, personal and woven into the everyday employee experience.
The pandemic proved work can happen anywhere, but it also cemented hybrid models as the new standard and raised expectations for how employers treat their employees. The relationship between employer and employee has evolved with a clear desire for recognition that feels authentic, and access to benefits that align with their individual needs.
Generational differences in benefits
A significant part of this is flexibility in rewards and benefits. Recent research at BHN Extras shows that 63% of employees want more workplace voluntary benefit options, a figure that rises to 66% among Gen Z workers. By contrast, only 40% of baby boomers say the same. This generational divide matters. Younger employees are entering the workforce with different priorities and are less likely to be swayed by traditional, one-size-fits-all perks. Offering a flexible benefits system can make a real difference. This could be benefits for employees to choose, whether that is financial support for major life events such as fitting out a new home, or reducing cost of buying the latest technology, or savings on every days spend,
Recognition in practice
Recognition works best when it is consistent and visible. Too often, it is hidden away in an annual review or offered as a generic “thank you” with little context. By making praise specific and clearly tied to recent achievements, leaders can ensure it feels meaningful and relevant. This isn’t only about boosting morale, it also helps strengthen trust and loyalty
Work-life boundaries and burnout
Another piece of the puzzle is burnout and the blurring of work-life boundaries. Our research shows that 55% of CEOs and 42% of junior managers check emails outside work hours, while almost half (48%) of employees respond to work messages during annual leave. When staff feel they can never fully switch off, a work-life balance is at risk, recognition or rewards may not be enough. Constant connectivity can undermine the boundaries between the employer and the employee as they blur into personal life. Leaders should set the tone by respecting boundaries and ensuring recognition includes not just acknowledging effort, but also protecting personal time.
Beyond the office
The return-to-office debate, has in many ways, has brought up important questions around what makes employees tick. Pressuring people back into a location will not solve retention problems if there is no perceived benefit of being in the office and they do not feel valued when they are there. A more effective approach is to focus on making the workplace, whether physical or virtual, a place employees actively want to be part of. This means creating an environment where; the office is a place where staff want to be and not just a place to work. Consider the socially and fun aspects of colleagues connecting and not just the aspect of work collaboration. Achievements should be celebrated promptly, benefits reflecting the diverse needs of the workforce, and leaders demonstrating genuine engagement and appreciation for their teams.
Recognition as a retention strategy and not a perk
The real challenge for organisations isn’t getting employees back into the office, it’s making them want to stay, regardless of where they work. Recognition and rewards should sit on the same strategic level as any other office policy, not to be treated as an extra perk. In today’s competitive talent market, they are powerful tools for engagement and loyalty. Get them right, and you can create a workforce counting the reasons to stay, not the days until they leave.
