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Participant experience is just the tip of the iceberg

When considering an employee engagement programme, participant experience is just the tip of the iceberg. It’s what’s underneath the water that guarantees global success!

"With this approach, your project is guaranteed momentum. You can expect less project risk, improved efficiency, agility, scalability and productivity, a simpler change management, and a better user experience."

When reviewing your recognition strategy, it’s only natural to focus on the programme design - the values, the rewards, the user experience. Offering a compelling solution will, after all, inspire and motivate your employees, helping you to drive forward your brand values and entice and retain the best talent.

However, this is only a fraction of the process. If launching a recognition programme was an iceberg, only one eighth of it is visible! So, what’s below the surface? What happens to create and achieve this compelling solution?

It may seem straightforward, but when implementing a global employee engagement programme, it’s important to work with an experienced partner to guide you through the fundamentals and intricacies that can sink you when navigating icy waters if not given due attention and focus.  Without the right implementation team, large organisations undertaking complex transformation projects such as global reward and recognition programmes can face significant risks.


Crucial elements for a successful global implementation include:


  • Legal – A Master Service Agreement will be required. Certain clauses may require further attention, or an additional contractual agreement may have to be established altogether. Most countries have similar regulations, such as data privacy, but it’s important to take on board all the nuances. What are the differences between GDPR and PIPL, for example? Increasingly strict Net Zero agreements and pledges are proving commonplace. Works Councils play a pivotal role in evaluating the impact of the intended programme; collaboration and involvement is paramount as ultimately Works Councils can veto or delay a launch within their region.
  • IT integration – not only do you need to consider how your audience will access their programme but also how significant, detailed employee data will be transferred on a regular basis. Format of data, secure transfer methods, and any payroll reporting all demand attention.
  • Finance – global programmes can potentially involve multiple currencies and certainly different tax laws. Whilst considering how the programme itself will be funded, it’s crucial for the ongoing success of the programme to consider country by country any tax implications that may have an effect at an employee level.
  • Programme design – whilst this element is, in the main, the ‘visible iceberg’, attention should be shown during implementation to reporting and analytics. This will prove invaluable when reviewing the programme’s structure and participant engagement and shouldn’t be an afterthought.
  • Communications – a robust communications plan will support and enhance programme engagement not only at launch but for the lifetime of the programme. Due consideration to language, cultures, and DE&I is paramount.
  • Rewards – no matter your reward approach , be it points, merchandise, experiences, vouchers, company perks etc, when looking at global implementation you need to consider what reward structure would prove motivational in each country. Cultural distinction, patterns, and behaviours are all crucial to engaging employees. But we still need to take this a step further, maximising sustainability across the globe and being prepared to react and adapt to fast changing social, economic and political situations.
  • Business as usual – prior to launch, processes and procedures for participant support and programme management need to be in place. This includes preparation on a global level to ensure any language and time zones are supported so a smooth delivery from the outset is guaranteed. With a multitude of activity and planning concentrating on the implementation and launch of the programme, this element can be easily overlooked

At BI WORLDWIDE, our continually reviewed CX3 project management approach ensures detailed focus, planning and collaboration on all these elements and at all stages of implementation. Partnering our subject matter experts on each workstream alongside client project owners ensures key stakeholders and decision makers are involved from the outset and every element has dedicated attention and support.

With this approach, your project is guaranteed momentum. You can expect less project risk, improved efficiency, agility, scalability and productivity, a simpler change management, and a better user experience.

Who doesn’t want to implement a successful global employee engagement programme that exceeds business objectives, is delivered on time and within budget, and provides a return on investment? When choosing your business partner, make sure you bear in mind what’s hidden below the water.


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