Non-financial recognition schemes that work!

I will be involved in revitalising a reward and recognition scheme at a London local authority and am particularly interested in hearing about successful implementation of any non-financial recognition schemes (in any public sector setting) - particularly what factors underpinned their success?

Staff survey suggests it would be beneficial to provide more opportunities for constructive feedback skills development and mechanisms to ensure recognition is personalised, yet focused upon organisation key values and behaviours...

Any thoughts greatfully received!

  • It rather depends on how you define "work".  What is your objective measure of success for your putative non-financial reward scheme?
  • Dear Jeanette,

    You may find the infromation contained within the below link helpful as a starting point:


    Best wishes,


  • Perhaps it's just me, but the whole outlook and implication that 'a public sector setting' is different from other workplaces disquiets me: is this an anthropological phenomenon?  - do employees of the public sector belong to another tribe, and require culturally-specific handling?



  • "....do employees of the public sector belong to another tribe, and require culturally-specific handling?"

    I find this a fascinating topic. In theory there should be no difference but in my experience there is a huge one.   After spending most of my career in manufacturing, engineering and other private firms I did a fair amount of project work in various Local Authorities and some in the NHS and it really does seem as if the public sector staff I worked with are a different 'tribe'.  Often the pay rates are similar, as are their skill levels and the public sector will often have far better terms and conditions which would make you think they would be slightly happier but they do seem to be more miserable.  What I do not know is why

  • I would say that all employees require culturally-specific handling, depending upon the organisational culture in question.  However, I think the distinction between private and public sector is less about the individuals (who are the normal breed of fallible, wonderful, infuriating, extraordinary human that one finds in every workplace) than it is about the organisations, how they are funded, to whom they are accountable and how they are seen by the general public.