General

This feature article from Engagement Strategies Magazine looks at how AstraZeneca's internal and external engagement efforts have helped to make it one of Fortune Magazine's "Most Admired Companies."

This study from the Forum for People Performance Management and Measurement published in 2011 sought to understand the organizational drivers of employee satisfaction and employee engagement, and the downstream effects of these employee attitudes on customers and financial performance. This study was one of the research foundations for the creation of the Enterprise Engagement Alliance. The Forum was co-founded by Bruce Bolger and the Incentive Performance Center funded by The Motivation Show and about a dozen incentive companies in about 2000.

This document examines properties shared by Employee Lifetime Value and Customer Lifetime Value, which are explored in further detail in a 45-page research report entitled Employee Lifetime Value: Measuring the Long-Term Financial Contribution of Employees.

In today's economic environment, employers are struggling to find every advantage possible to thrive, grow or simply to stay in business. For most US based organizations payroll represents the largest expense. Advantages therefore, come first and foremost through better talent management.

The old tools for reaching and building relationships with customers aren’t working as effectively anymore...

What's the role of rewards and recognition within the field of enterprise engagement? There is almost nothing more engaging than a carefully selected reward or gift well suited to the recipient and commensurate with his or her contribution, as a customer, channel partner, or employee.

This research article identifies several characteristics driving employee engagement, including employee satisfaction, and identifies organizational communication as a key driver of employee satisfaction.

This article provides an overview of enterprise engagement - why it matters, the prerequisites of engagement, the tools, and the role of rewards and recognition.

Kirk Kazanjian, author of Exceeding Customer Expectations, says it’s the little things that mean a lot when it comes to employee engagement

This article explains the concept of zero-based people performance strategies and provides a list of performance improvement companies that can help to put such a strategy into effect.

This article discusses measurement tools and methodologies that can be used to determine the results of company incentive programs.

This white paper looks at strategies for creating increased "trophy value" in incentive programs using gift cards.

This term is likely to become as pervasive in the business lexicon as Return on Investment in the coming years.

Breaking new ground, people performance management takes familiar disciplines and integrates them across functional lines to maximize results.

This article lists the types of suppliers that can help corporate end-users put together an incentive program.

This article looks at the benefits of using non-cash incentives versus cash incentives.

This article looks at how organizations can maximize long-term financial performance through a strategic focus on their most valuable asset - human capital.

This article looks at the compelling research links financial results and customer satisfaction to engaged employees and channel partners.

What is enterprise engagement? This article provides a a definition and background, as well as an overview of the research supporting this important concept, which covers the importance of engaging employees, channel partners, and customers.

Three are many reasons and many ways to motivate customers, salespeople, and employees. Here's an overview.

Improving Employee Engagement is not the product of one initiative. Organizations need a framework to achieve significant improvement in engagement. Sequencing and content of the initiative are critical, as is communication.

This feature article from Engagement Strategies Magazine looks at how AstraZeneca's internal and external engagement efforts have helped to make it one of Fortune Magazine's "Most Admired Companies."

Measuring Intangibles Boosts Performance A new EEA white paper, Human Capital Diagnostics: Measuring the Intangibles, offers compelling proof that companies perform better when they make a concerted effort to measure things like employee performance, engagement, innovation and change. If human capital represents a company’s largest cost and most critical asset, it follows that decisions about talent are among the most important any organization will make. It also means that accurate human capital diagnostic (HCD) and assessment tools are vital to organizations in order to prevent expensive mistakes in hiring, training, deploying and managing the performance of talent.

In today's economic environment, employers are struggling to find every advantage possible to thrive, grow or simply to stay in business. For most US based organizations payroll represents the largest expense. Advantages therefore, come first and foremost through better talent management.

The old tools for reaching and building relationships with customers aren’t working as effectively anymore...