1% of Payroll: The Magic Number For Social Recognition Investment


Finding 3 in the 2016 SHRM/Globoforce Employee Recognition Survey shows that the sweet spot for values-based rewards and recognition investment is 1% or more of payroll. The annual pay raise or bonus for example, only gives a lift in employee engagement for about one month.

3 Innovative Compensation Ideas Ready for Prime Time

Compensation Cafe

What if we put a portion of payroll into everyone’s hands to apportion to those they see doing great work in a system with oversight and governance? Compensation Philosophy Incentives/Bonuses Pay for Performance Recognition

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Where Have All the Raises Gone?

Compensation Cafe

Last month The New York Times ran an article bemoaning the loss of pay raises in favor of one-time bonuses and non-monetary rewards. The share of payroll budgets devoted to straight salary increases sank to a low of 1.8 percent of payrolls.

The Recognition Science Denier


Below is a clip about the Deniers from Globoforce CEO Eric Mosley’s keynote at WorkHuman 2017. million employees receiving recognition with Globoforce (users expired from the system because they no longer appear in the data feed as active employees).

Recognition & Inclusion


Traditional forms of recognition come from the top-down , whereby a manager directly offers words of praise, accolades, rewards or bonuses to their employee. Additionally, these one-off spikes don’t provide enough incentive to impact employees’ daily motivation levels significantly.

Using Performance Feedback to Calculate Pay?


Awarding higher pay and bonuses to top performers seems like the straightforward way to incentivize and retain great employees. The most popular format being performance based bonuses, which keep base pay manageable and provide incentives for better performance. Traditionally money was seen as the main incentive used to motivate employees. Higher productivity results in higher salaries and bonuses. A joint study by SHRM and Globoforce found: “Peer-to-peer is 35.7%