Effective Total Rewards Program
Rewards refer to anything that an employee will recognize as a fair return in exchange for the work or effort spent in discharging their duties in the context of an organization. The rewards include the financial and non-financial incentives given to appreciate the employee to fulfill their role in the organization (Gulyani & Sharma, 2018). An effective reward system improves the morale and commitment of the employees to the organizational goals and objectives. It also helps in establishing a sense of trust and loyalty among the company's human resources. A comprehensive reward program has several features that get the best out of an employee. Firstly, effective reward systems are characterized by salaries and wages. Wages and salaries are paid after a fixed time and occur throughout the year. Some wages and salaries are paid based on the employees' performance (Gulyani & Sharma, 2018). However, some are given based on the targets set by the organization.
An effective total reward system also encompasses a provision for work-life balance. Companies such as Google are known for their strict adherence to policies and practices that enhance work-life balance. Brough, Timms, Chan, Hawkes, & Rasmussen (2020) define work-life balance as a state of equilibrium where the career demands balance with the needs outside the work environment. Companies can achieve work-life balance by allowing employees to work from home and giving them free time during the weekend or holidays. Google goes the extra mile of allowing employees to come to work accompanied by their pets. Brough et al. (2020) note that work-life balance eliminates stress and improves the socio-emotional aspects of an individual. A total reward system should also encompass a way of recognizing the employees for their commendable work. The organization must have a system where employees are recognized for their exceptional performance.
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Comprehensive reward systems also focus on the career development of an individual. Career development can occur in various forms, including tuition assistance, capacity building, and technology training (Gulyani & Sharma, 2018). Google is one of the global companies known for its investment in the career development of employees. For instance, the organization has developed an employee-to-employee training network known as Googler-to-Googler (g2g). Besides career development, successful organizations include benefits as an essential part of the total reward system. The benefits include incentives that go beyond the salaries and wages given by the company. They have provisions that seek to improve a person's welfare, such as Medicare, Social Security Insurance, and workers' compensation insurance. Lastly, the total reward system should promote open communication (Gulyani & Sharma, 2018). The managers should remain keen to provide their employees with feedback regarding their performances.
Behaviors of the SalesForce That Are Targeted
The sales team in any company has the much-needed power to affect the organization’s performance. Google is among the companies in the world with the most comprehensive compensation plan. The company's ultimate objective is to make life easy and improve the health, morale, and well-being of the employees (Chung, Kim, & Syam, 2020). For instance, the company offers free food for employees working in various branches across the US. The company also provides onsite nurses, physicians, and medical services (Belfo & Sousa, 2011). Employees also receive healthcare coverage to keep them healthy and motivated to work for the organization. Google's other benefits include an innovative work environment, shuttle services, parental leave, and the Global Education Leave program (Belfo & Sousa, 2011). In doing so, Google hopes to impact a wide array of beneficial behaviors to the company's success and competitiveness.
Google hopes to impact behavior by triggering the emergence of new concepts and ideas. The company allows employees to spend up to 20% of its time on innovative ideas they are interested in or passionate about (Belfo & Sousa, 2011). This initiative aims to enable the employees to develop new ideas and concepts that could improve the company's innovation. Besides the new ideas and concepts, the company hopes to improve the satisfaction levels of the employees. Employee satisfaction remains a critical behavioral attribute in an organization. A highly satisfied workforce is better placed to achieve the organizational objectives (Chung, Kim, & Syam, 2020). The company's vast array of incentives, from food to health coverage, increases employee satisfaction and reduces turnover cases. Google uses this strategy to improve workplace morale and resultant loyalty and commitment.
Thirdly and most importantly, salespersons within a company must remain competitive to sell the company's products. The incentives given by Google are fashioned to increase competitiveness among the employees. Competitive employees are motivated to surpass their individual and collective goals of the company (Chung, Kim, & Syam, 2020). The management's constant recognition and praise trigger them to come out of the comfort zone and exploit their potential. The impact is an improved workforce and a progressive company.
Value Preposition
The employee value proposition is the perceived deal between the employer and the employee. The role of the employer is to make an offer to the employee. In return, the employee contributes to the goals and objectives of the organization. Therefore, the value proposition is about establishing mutual promises and obligations (Pawar & Charak, 2014). The employee receives inducement from the employer to work hard. As demonstrated by the authors, "Inducements typically concern things such as career progression, organizational support, fair and transparent performance management and more tangible things such as pay and holiday entitlements" (Pawar & Charak, 2014 1). The employee value proposition has several benefits, including employee retention, establishing a strong people brand, and the reduction of new hire premiums. The EVP reflects the employee experience and the benefit they acquire, including the benefits, salary, rewards, and development opportunities. Managers are responsible for creating a balance of recognition and rewards in return for the employee's efforts and performance within the workplace.
Google is one of the leading companies when it comes to the employee value proposition. Employees working in this company have a rewarding and fulfilling career. As a company, Google continually looks for individuals that can bring new experiences and perspectives into their processes (Belfo & Sousa, 2011). In return, the company rewards individuals by capitalizing and investing in their passions, curiosity, creativity, and innovation. The company allows employees to have 20% of the company’s time in pursuing innovative ideas. Google is a technology company that thrives in creativity and innovation (Belfo & Sousa, 2011). Therefore, the company creates value by establishing an environment that promotes thinking and exploitation of resources. The employee responds by establishing meaningful ideas that contribute to the well-being of the company's well-being. Google allows employees to invest in their future using the 401(k) plan (Belfo & Sousa, 2011). The 401 (k) and the healthcare benefits and coverage ensure employees are well-motivated to contribute to the company due to increased satisfaction. Google has also invested in the education and capacity building of its staff members. Continuous learning and training provide the employees with an opportunity to contribute to the future of the company. For instance, the g2g program aligns employees with the company's strategic direction.
Level of Attraction
A total reward program remains a powerful tool in the company because it attracts and retains and engages employees in the organization. The comprehensive rewarding system allows the organization to recruit and secure the industry's most talented workforce (Kwon & Hein, 2013). The plan above touches on several fundamental aspects, including financial and non-financial incentives. The holistic nature of Google's reward system will ensure that new salespersons are attracted to the organization's work. Several factors will catalyze the attraction of the future salesperson to the company. The first aspect revolves around the company's strong compensation strategy. Top salespersons and employees are highly attracted to incentive-based compensation plans characterized by bonuses and benefits. Google is among the companies that offer lucrative compensation schemes when the perks and benefits are considered. The company has a performance compensation model that sees the hardest working employees receive incentives for their contribution (Belfo & Sousa, 2011). Therefore, Google will likely attract the most industrious salespersons and employees at its disposal.
Secondly, the employees will be attracted thanks to the increased availability of opportunities for advancement. For any talent to join an organization, the organization must guarantee them a chance for professional development. Google's continuous training and capacity building program remains a lucrative offer that salespersons might want to consider. Employees with advancement opportunities are more likely to increase their contribution and productivity to the organization (Kwon & Hein, 2013). Google also offers health perks and incentives for the employees. Salespersons are more inclined to work in an environment that safeguards their health and well-being. Google also promotes healthy living and maintains a strong work-life balance by allowing employees to work from home and carry their pets to work (Belfo & Sousa, 2011). The prospect for better psychosocial well-being at this company will attract the salespersons to work for Google.
References
Belfo, F. P., & Sousa, R. D. (2011). Workforce Incentives at IT companies: Google's Case. Elsevier
Brough, P., Timms, C., Chan, X. W., Hawkes, A., & Rasmussen, L. (2020). Work-Life Balance: Definitions, Causes, and Consequences. Handbook of Socioeconomic Determinants of Occupational Health: From Macro-level to Micro-level Evidence , 1-15.
Chung, D. J., Kim, B., & Syam, N. B. (2020). A Practical Approach to Sales Compensation: What Do We Know Now? What Should We Know in the Future? Foundations and Trends (R) in Marketing , 11 (1), 1-52.
Gulyani, G., & Sharma, T. (2018, December). Total rewards components and work happiness in new ventures. In Evidence-based HRM: a Global Forum for Empirical Scholarship . Emerald Publishing Limited.
Kwon, J., & Hein, P. (2013). Employee benefits in a total rewards framework . Benefits Quarterly , 29 (1), 32.
Pawar, A., & Charak, K. (2014). A Study and Review of Employee Value Proposition: A Tool of Human Resource Management. Review of Research , 3 (6), 1-9.
