A large regional utility sought to modernize its employee recognition program, which was underutilized and inconsistently applied across its workforce. The company had a legacy vendor managing both service awards and a points-based platform, but adoption was low and field employees felt left out of a program perceived to favor office-based staff. Meanwhile, the client had already engaged more than a dozen vendors through an RFP process but struggled to make sense of the varied financial models and other key differentiators.
SBA joined the project midstream to refine the RFP process and drive it to completion. After reviewing existing vendor responses, SBA re-engaged key finalists and led structured finalist evaluations, pricing analysis, and scoring facilitation. SBA also surfaced critical issues—such as hidden surcharges on cash awards and unfavorable treatment of unused points—that had gone unnoticed. Once a vendor was selected, SBA provided implementation leadership, managing data integration, user acceptance testing, communications, and overall coordination. SBA also helped ensure the final program design addressed the needs of both office and field employees.
The client launched a revitalized recognition program featuring fairer access, modern engagement tools, and stronger governance. SBA’s leadership ensured a smooth implementation despite legacy system challenges and internal resource constraints. The result is a recognition platform that supports workforce morale and aligns with the organization’s goals of retaining and rewarding top talent.
