Rethinking employee rewards – why meaningful gestures beat one-size-fits-all perks

By Louise Doyle, CEO and founder of needi

In recent years, many workplaces have tried to jazz up culture in order to retain and recruit staff; whether that’s casual Fridays, branded mugs or team drinking socials. These perks aren’t necessarily bad, but they often miss the mark, especially when they’re generic or applied to everybody in the team in the same way. According to Glassdoor’s Employee Appreciation Survey, 81 per cent of respondents said they work harder when they feel genuinely appreciated at work. Employees feel valued when gestures feel personal, thoughtful and aligned with who they are, not when they receive something from a corporate checklist or the bare minimum of appreciation.

Why generic perks fall flat

Perks that are “one-size-fits-all” assume everyone is motivated by the same things, while we all know in reality, that’s not true. Teams tend to be diverse in terms of age, culture, family setup, neurodiversity, priorities and interests.

A parent with a young family might not be able to join for team drinks in the evening or an employee with an allergy might feel left out of a pizza Friday gathering. When rewards are generic, employees often feel that a lack of care is shown, rather than generosity or genuine care for their well-being. For example, Deloitte found that organisations with a formal recognition programme tend to report 14% higher employee engagement, productivity and performance than those without.

Focus on emotions, not objects

The most common workplace perks often target what’s easy to buy, usually generic merch or basic “wellness” gifts like hampers or candles, but that is not what makes people actually feel seen. It doesn’t mean you have to sit down and have a deep heart-to-heart with every employee, but there are simple solutions which can make people feel more seen. Send around an email survey asking what people would prefer, or even a quick “what makes you feel appreciated?” poll in your next team meeting. Ask line managers to note down personal or professional wins in the team, house moves, and new babies, so everyone feels appreciated throughout their time at work.

A 2022 study found a positive association between employees’ perception that their individual talents are recognised and their social wellbeing at work. The psychological drivers of engagement, recognition, belonging, and appreciation aren’t activated by stuff alone. True appreciation is when you award success with actual, meaningful rewards and give something that can make the hard times a little bit better too, for times of grief and loss.

Personally, a cleaner that was gifted to me who came over and cleaned my house when I was post-partum meant more to me than the clutter of flowers and other objects – it was a personalised, thoughtful gift and will always stick with me.

Rewards that unintentionally exclude

Generic awards can often unintentionally exclude people; what is being done with good intentions, can accidentally make someone feel worse. For example, alcohol-based celebrations alienate non-drinkers, and fitness perks may not be suitable for those with health or mobility issues.

It doesn’t necessarily mean you need to never offer these perks, they might work well for the employees who want them, but it’s important to expect that these rewards can’t work for everyone. These missteps aren’t ill-intentioned but show why personalisation matters.

People crave meaning, not material A 2024 research paper found that recipients of personalised gifts are more likely to cherish the item, take care of it, and delay replacing it, evidence that the emotional bond created by the personalisation makes the gift persist longer and stay relevant. This means the gifts are more sustainable and less likely to become another piece of waste to landfill.

Thoughtful recognition speaks to deeper needs of being acknowledged, understood, and appreciated. Even the smallest of gestures, adding a handwritten note to a gift, buying something that reflects the hobby they’ve mentioned or a shout-out on the hard work they’ve done, often land more deeply than expensive, generic perks.

Recognition supports belonging and psychological safety

When rewards feel personal, employees interpret it as: “My manager knows me, notices my efforts, and values my contribution.” A study published in 2015 sampled 1,831 workers and found that employee recognition was strongly associated with positive psychological functioning (self-esteem, mental wellbeing, coping resources) and that those psychological resources mediated the link between recognition and overall well-being.

This naturally boosts trust, motivation, and loyalty. In combination with this, fairness is increasingly vital. Personalisation means equal recognition based on individual needs and preferences, less likely to leave anyone out.

What meaningful, values-led recognition looks like

Some employers often see gifting personalised rewards as daunting, but it doesn’t need to be a difficult task; the simpler things can be thoughtful. For example, a gorgeous hardback edition of a book by a favourite author they’ve mentioned over a cup of tea, a donation to a cause close to a staff member’s heart or celebrating a milestone in a way that fits their personality – maybe they’d prefer a privately given card with a thoughtful note rather than a public shoutout.

It’s time to make recognition more human

One thing is clear: it’s time to rethink how employee rewards have previously been done. The goal isn’t to scrap them or shame employers for their perks, but to look beyond the surface and look at what can be done better.

The research shows that meaningful gestures show employees that they matter – not just as workers, but as people with hopes, needs, and ways of feeling valued. For leaders wanting to change how rewards are done, start small, personal and see how quickly connection and engagement grow.