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Employee engagement

  • A person in a white shirt pushes three wooden blocks with sad faces. The text reads: The most expensive recognition program is the one that doesnt produce outcomes.

    Article

    9 things to consider when choosing a recognition and reward program

    Recognition should not be just a “nice-to-have.” It should fuel a company’s strategic imperatives. But not all recognition and reward programs are created equal.

  • Colorful backpacks lined up on a surface outdoors with the text: Turn every award moment into a lasting brand experience. appearing on the left side of the image.

    Article

    Beyond swag: How strategic merchandise inspires action and strengthens brands

    For marketing and sales leaders, the challenge isn’t just about brand visibility: it’s about driving action, fostering loyalty, and creating moments that matter. Merchandise and awards should do more than just bear a logo; they should solve business challenges in a way that inspires and motivates.

  • A yellow paper airplane follows a dotted upward path above ascending bar graphs. Text reads: How does recognition help you reach your big goals? with recognition and your big goals? highlighted in orange.

    Article

    Recognition’s impact on business results

    At BI WORLDWIDE, we help our clients deliver real, tangible results through our recognition programs. When we ask program owners about their big goals, we often hear things like “improve culture” or “create a sense of purpose.” These are great goals, and we can certainly help with them. But that’s not what we’re asking.

  • A smiling, bearded man in a blazer stands confidently with arms crossed. Behind him are blurred colleagues. Text reads: Boost your company culture with evidence-based tactics.

    Article

    Recognition’s impact on company culture

    When we think about companies with outstanding cultures, we often imagine trendy office spaces with exposed brick walls, open layouts, free drinks, and foosball tables. Similarly, when AI thinks of a great workplace culture, it shows images of young, overly cheerful employees around a reclaimed wood table, surrounded by colorful Post-it® notes.

  • A variety of colorful gift cards are scattered across a wooden surface. The cards are in shades of green, blue, orange, and yellow, each with the text Gift Card written on its surface.

    Article

    Points versus gift cards

    The New Rules of Engagement® research shows employees who feel their organization’s incentives are exciting are eight times more likely to be inspired at work. But not all rewards drive behavior change and results.

  • Four people work at a table with laptops in a modern office. Digital network graphics overlay the image. Text reads: “Use data for HR leaders to shape company culture and strategy.”.

    Article

    3 ways to drive culture and strategy with HR leaders

    In today’s dynamic work environment, HR professionals often find themselves managing complaints and culture clashes rather than shaping company culture and strategy. But how can HR leaders get back to focusing their influence on both short- and long-term company goals effectively? The answer lies in data.

  • A woman raises her hand in a classroom setting, seen from behind. She is wearing a red sweater. In front is a blurry instructor speaking to the group, with a whiteboard and windows in the background.

    Article

    Encourage speak up culture

    Speaking up is essential to bringing an inspired idea to life. Innovation requires doing something completely differently than in the past. At some point, someone went against the status quo.

  • Smiling person in an orange sweater points forward against a blue background. Text reads, Leaders have a prime opportunity to demonstrate their appreciation to all employees.

    Article

    Bridging the gap: strengthening leader-employee connections on Employee Appreciation Day

    The disconnect between leaders and employees has become increasingly evident. According to The New Rules of Engagement® research from BI WORLDWIDE, a staggering 38% of U.S. employees feel their leaders don’t understand the typical employee.