Employees exchange the points they collect for gift cards. You fund the pool, they pick the brand.
Recognition that stops at a leaderboard runs out of meaning eventually. Rewards gives the points somewhere to land, without turning your programme into a bonus scheme.
Every recognition programme reaches the same question. Someone has two thousand points, they are pleased about it, and then they ask what the points are for.
There are two bad answers. One is nothing, which quietly tells people the whole thing was decorative. The other is cash, which turns peer recognition into compensation and changes how people give it: the moment a Flaree is worth money, sending one becomes a financial decision rather than a human one.
A gift card sits between the two. It is a real thing rather than a scoreboard, and it is small enough that recognition stays recognition.
You fund a pool. Your organisation pre-pays a rewards budget. That budget is spent only on rewards, and what you do not use stays in the pool for the next period rather than expiring.
You set the rules. The rate that turns points into money is yours to choose, alongside a monthly limit per person and a minimum redemption. The limits are what stop a well-meaning programme from spending a quarter's budget in a fortnight.
People redeem when they want to. An employee opens the rewards catalogue, picks a brand and an amount, and their points are debited. The reward reaches them in Flaree, so there are no codes to email around.
You get the payroll data. An export gives your finance team what they need per period: who redeemed, when, how much, and which brand.
Three settings do most of the work, and all three are yours.
How many points buy one unit of currency. Set it per organisation, so a programme where points are handed out generously and one where they are rare can both make sense.
A ceiling per person per month. This is the setting that makes the budget predictable, and the one most companies wish they had set earlier.
A floor under a single redemption, so the catalogue is not used for amounts too small to be worth anyone's time.
Above a threshold you choose, a redemption waits for approval instead of going straight through.
A gift card given to an employee is usually taxable. In Poland it counts as employment income, subject to PIT and ZUS. In the US it is a taxable fringe benefit. The specifics vary by country and by how your payroll is run.
This catches companies out, because the tool that handed out the reward often has no idea it created a payroll obligation. Flaree gives you the data to settle it: an export per period listing the employee, the date, the value, the currency and the brand.
We give you the numbers, not tax advice. What you owe and how you report it is between your finance team and your accountant. Ask them before you switch this on, not after the first quarter.
Rewards is a paid add-on to the Advance plan, and it is enabled per organisation rather than being a switch in your settings. That is deliberate: it involves a funded budget and a conversation about how your programme should work, which is not something to click through on a Tuesday.
Tell us the headcount you want to enrol and the budget you have in mind, and we will come back with how it works for your case, what it costs and what activation involves.
You can send that request from inside Flaree, under Rewards in your dashboard.
