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For years, workplace rewards have suffered from the same structural problem: high cost and low impact.
Employers invest in employee rewards programmes, but the value that actually reaches employees is often diluted by complexity, limited choice, or unused budget. Research from the CIPD and Deloitte consistently highlights that poorly designed reward schemes fail to drive sustained engagement or behavioural change.
The outcome is predictable; low participation, minimal impact on health or performance, and budgets that don’t deliver what they were intended to.
At GoJoe, we wanted to create a different approach.
Earlier this year, we asked two fundamental questions:
How do we truly maximise employer budget on rewards? And how do we then connect these to genuine health and performance outcomes?
This led us to rebuild our GoJoe Incentives model.
As of today, GoJoe's move to earn incentives will deliver at least 2x the reward value from a fixed monthly budget. In short, for every £1 or $1 an employer invests, employees can earn £2/$2 in reward value. That value boost only increases as budgets scale, for instance £4/$4 will give your team £10/$10. That value is unlocked through tracking activity and healthy habits.
This is not a short-term promotion. It is a deliberate product decision designed to improve long-term engagement, activity levels, and health outcomes.
Because the true value of rewards is not the voucher itself.
It’s the behaviour the reward enables.
GoJoe has never relied on rewards to drive engagement. Our platform already motivates people through social challenges, gamification, and community.
However, when rewards are layered on top of that foundation, they act as a multiplier.
This is similar to a turbo button. The GoJoe engine works without the incentives, but when employers choose to activate them, participation and consistency accelerate significantly.
Our data shows that teams using earned, activity-based rewards experience:
These findings align closely with external research. The World Health Organization identifies regular physical activity as one of the most effective interventions for improving mental health, reducing stress, and preventing chronic disease. Meanwhile, Harvard Business Review and MIT Sloan research shows that incentive models tied to behaviours, rather than outcomes alone, are more effective at sustaining engagement over time.
Behavioural science explains why this works.
Studies in behavioural economics (including work by Deci & Ryan on Self-Determination Theory) show that motivation is strongest when people experience autonomy, competence, and fairness. Rewards tied to action, where individuals choose how and when to redeem value, reinforce these drivers.
This is often referred to as earned motivation. In simple terms: when people feel they’ve earned something, behaviour change lasts longer.
Static perks and blanket discounts can't produce the same effect.
When we reviewed our previous rewards model, we didn’t just look at cost. We looked at waste, administrative burden, and real-world impact for both employers and employees.
That’s why GoJoe Incentives is now designed to be:
Employees earn points and redeem them on rewards they choose from 3,000+ global brands across 150 countries, including Amazon, Nike, Adidas, Airbnb and Deliveroo. This ensures relevance for global and distributed teams.
HR teams manage everything in one place; from brand selection and spend tracking to engagement data and spot recognition, without approvals or added admin.
When rewards are simple, fair and earned, the benefits are shared.
Employees feel motivated and valued.
Employers see healthier, more engaged teams.
And investment delivers measurable outcomes instead of disappearing into the system.
That’s the rewards model we believe in.
And that’s why we’ve doubled down on value.
Phil Steele
Founder & CEO, GoJoe
