Workplace rewards kept simple

At one Fortune 100 company, 96 percent of employees are satisfied with the recognition they receive. Yet managers "don't blow their budget on retreats," Ventrice says. "They may hold a luncheon or go out bowling or to a movie to celebrate, but it's not expensive."

Most workers like to be rewarded with time off, she finds. One company gives employees Monopoly-style "Get out of jail free" cards. Recipients can take an hour or two at their discretion. "Parents of school-age children may want to take off for a soccer game," Ventrice says. "Maybe senior members want to volunteer."

One firm, seeking to reward a valued employee, knew that what motivated him most was his family. "They had a family portrait of his children taken without him knowing," Ms. Gibson says. "This meant more than anything he had ever gotten in the time he had been with the firm. It brought him to tears."

Some companies contribute to an employee's favorite charity or a worthy cause. "Rather than everybody getting pedicures, do something for the community," Gibson suggests. "People love to give back, especially when there's a need. Spend time cleaning up a community park. It shows the company truly cares."

Mr. Hayes-Brown has seen managers wash cars when a team does a job well. "It's better than giving a car-wash gift certificate. Soap bubbles, water, and sweat don't cost a lot, but they're highly meaningful."

Bob Nelson, author of "1001 Ways to Reward Employees," remembers when his wife's company was going through hard times and could not afford a big holiday party. The couple offered to host a simple party at their house. They provided ham and smoked turkey. Others brought their favorite family recipe. "People said it was the best Christmas party they've ever had," he says. "It's very easy to fall victim to say, if we're not spending a lot of money we're not doing the right thing. But people will appreciate it more if they have a part in it."

Workers also appreciate a sincere thank you, expressed verbally or in a letter. The head of a group of spa and hairdresser companies wrote a paragraph telling what she appreciated about each member of her 40-person staff. "It was a reminder of their successes, achievements, and personal contributions," Mr. Nelson says. "She read those in front of the whole group. People cried and said, 'This is the best place I've ever worked.' "

Whatever form appreciation takes, Mr. Saunderson says, "Employees are more forgiving of awkwardly expressed recognition from a manager than they are of a manager who doesn't give any recognition at all."

Gibson sees it this way: "We need to look beyond ourselves during these times. Sometimes what has always been done needs to be revisited during a crisis, and companies need to try something new."

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