Research

Ask anyone involved with technology implementation, and they'll tell you that the most frequent cause of failure is to strategically and consistently address the people issue.

The decision in 2015 by the stewards of ISO 9001 to create Quality Management Principles that include engagement is supported by both researchers and workplace observers who have observed ISO standard compliance in action. A study of ISO compliance

So what will happen should ISO go beyond the issuance of its Quality Management Principles and eventually approves formal standards for engagement? The opportunity could be significant, says Lee S. Webster, Secretary for ISO TAG 260, which has oversight over the engagement standards.

This "model" human capital report condenses the longer profile of the "ideal" practitioner of Stakeholder Capitalism - a fabricated organization known as IMC, an integrated communications company. See ESM: -"The Perfect Company: Anatomy of an Ideal Practitioner of Stakeholder Capitalism." This model was created to help organizations of all sizes visualize the format and contents of a human capital report based on ISO 30414 Human Capital reporting standards for employees and ISO 10018 People Engagement standards for customers, channel and supply chain partners, and communities.

A critical element of Enterprise Engagement involves studying the diverse audiences and specific engagement levers that need to be addressed in order to understand the facts behind certain key assumptions. Research plays a major role in that effort.

In his book, Payoff: The Hidden Logic That Shapes Our Motivations, behavioral psychologist Dan Ariely details an experiment that pitted three motivators against each other.

Engagement doesn’t just happen, and in most organizations frontline management has a lot to do with the success - or failure - of an organization's engagement efforts. Recent research from the Gallup organization on employee disengagement

Published by: Gallup

This study delves into the mechanics of sales incentive programs, providing managers with useful information to design successful sales initiatives at their own companies and providing their corporate decision makers with hard evidence. It found that properly structured programs can increase sales by at least 10 percent.

Published by: Forum for People Performance Management and Measurement

<p>This recently conducted analysis by The Incentive Research Foundation (IRF)of one company's long-standing use of travel awards as a motivational tool shows that such incentives have a clear, measurable and positive impact on corporate culture and employee performance, as well as a broader "ripple effect" on the economy of the region where an incentive travel program (ITP) is held.</p> <p>Overall, the study concluded that the importance of these programs should not be undervalued; their impact and their value reach well beyond the typical event timeline. Earners of the incentive travel program are far from the only beneficiaries of the program. The sponsoring company, the destination and the suppliers all receive significant benefits as well.</p>

Published by: Incentive Research Foundation

Few people in academia better understand the convergence of analytics and Enterprise Engagement than Charles Scherbaum, Associate Professor of Psychology at Baruch College and a member of the doctoral faculty at the Graduate Center of the City University of New York. Scherbaum, an early contributor to the Enterprise Engagement Alliance curriculum on analytics

Promotional products foster customer goodwill (positive attitudes and feelings) toward a company and its salespeople. This study, completed by Baylor University in 1992, involved a textbook publisher sending 4,000 educators either: (1) a pocket calculator plus a letter, (2) a lower-priced highlighter pen plus a letter, or (3) a letter only.

Published by: Promotional Products Association International

A common error that frontline managers sometimes make is to focus their performance improvement efforts on employees’ weaknesses, rather than focus on their strengths. But Gallup research shows that the worst thing managers can do is to ignore their employees altogether. According to Gallup researchers Brian Brim and Jim Asplund, “If your manager focuses on your strengths, your chances of being actively disengaged at work are only 1 in 100. If your manager ignores you, however, you are twice as likely to be actively disengaged than if your manager focuses on your weaknesses. Being overlooked, it seems, is more harmful to employees’ engagement than having to discuss their weaknesses with their manager.” This paper offers a summary of their research.

This study, conducted by Prof. Frank Mulhern and Patricia Whalen of Northwestern University, identified a significant gap between the view of human resources and employees on the role of employees on delivering customer satisfaction, but found that companies with a close link between human resources and marketing outperform companies that don't.

Published by: Forum for People Performance Management and Measurement

Given that the Incentive Research Foundation (IRF) is charged with advancing the science of incentives, it surveyed industry professionals to obtain their opinions about the more salient trends affecting the industry during 2009 and leading into 2010. The IRF asked these professionals questions on trends with regard to incentive travel programs, merchandise non-cash programs, and budget changes forecast for 2010. Findings indicate that the trends are stabilizing for each of the core issues since March 2009. However, the trends remain significantly lower than in 2008. Survey participants expect more domestic than international destinations, "slightly smaller" budgets, and shorter stays for incentive travel in 2010. A majority of participants also expected decreased award values on the merchandise side.

Published by: Incentive Research Foundation

Close observers of the Stakeholder Capitalism movement will note that there is much talk, but little apparent action beyond public pronouncements and donations.

The 10018 Guidelines on People Involvement and Competence were created by the ISO (International Organization for Standardization) Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 3, Supporting technologies. These standards are based on

Many traditional forms of advertising and promotion are losing ground to newer media. This trend presents opportunities for the promotional products medium. However, very little research exists documenting the effectiveness of promotional products when compared to and combined with other traditional forms of advertising such as television and print.

Published by: Promotional Products Association International

The Incentive Research Foundation (IRF) surveyed industry professionals during the month of April 2010, asking them about incentive travel programs, merchandise/non-cash programs, and ROI/budget considerations. The most promising data show that respondents appear to be more optimistic about the current economic climate than they were in either the Summer or Fall of last year. When asked, "In your opinion, what impact will the economy have on your ability to plan and implement incentive travel programs?" 69% say it will have a positive impact vs. only 33% in the Fall of 2009 and just 24% in the Summer of 2009. Similarly, those who say the economy will have a positive impact on merchandise/non-cash incentive programs increased from 20% (Summer '09) and 26% (Fall '09) to 41% currently. Still, one-third of those surveyed predict that budgets for incentive travel will decrease this year, while 37% say they'll remain unchanged. Things were a little better on the merchandise/non-cash side, where only 22% expect a decline (down from 51%), while 40% predict an increase and 37% say they see no change in budgets. This indicates that although there's an uptick in optimism about the economy in general, it may not translate into more money for programs – at least not in the near term.

Published by: Incentive Research Foundation

Social media, blogs, and e-newsletter technology enable almost any organization to become its own media company to generate leads, enhance thought leadership, build relationships and enhance sales ratios. Very few in business implement strategic integrated communications programs, often because they lack the people with the journalistic and other content creation skills needed for effective content marketing or they fail to integrate the communications programs into their sales and support process.

Most leaders and organizations know the difference between a fully engaged worker and one that is marginally engaged or disengaged. The former brim with enthusiasm, they contribute ideas, are optimistic about the company and its future, are seldom absent from work, they typically stay with the organization longer and are among the organization’s most valuable ambassadors. Disengaged workers, on the other hand, are often absent (even when they are at work). They are disconnected and often pessimistic about change and new ideas. They have high rates of absenteeism and tend to negatively influence those around them, including potential customers and new hires. And the cost of disengagement to U.S. employers is estimated to be as much as $350 billion per year.

Published by: Human Capital

Are there differences in how a computer manufacturer plans and implements an incentive program versus how a pharmaceutical company or new car dealer does? What about a commercial banking operation, insurance agency or a telecommunications company? Are there processes, types of incentives used, or other nuances that are unique to these markets? Which industries are more likely to develop their programs in-house, as opposed to securing an outside vendor? The Vertical Market Study attempts to answer these and other questions. It provides a full report on how the six specific industries planned and implemented incentive travel, motivational meetings and special events.

Published by: Incentive Research Foundation

To be successful in the evolving world marketplace, and even in their own workplace, leaders and managers must begin to understand their constituents’ state of mind, says Gallup’s chairman and CEO Jim Clifton, in this summary of recent Gallup research. Human decision making is more emotional than rational, the research suggests, and “State of mind is everything that matters to leadership: talent, innovation, entrepreneurship, creativity, optimism, determination, and all of the other things that create economic growth,” Clifton says. Successful leaders, he adds, will be those who can quantify those states of mind to better understand the emotions that cause behavior. “If you are making decisions without understanding what your constituency is thinking, you are making bad decisions,” he says.

Published by: Gallup

For last year’s Summit, a research study was conducted to assess the drivers of employee satisfaction and engagement and the downstream customer and financial implications of these important employee attitudes. This research identified several unique organizational characteristics driving employee engagement, including employee satisfaction, and identified organizational communication as a key driver of employee satisfaction.

Published by: Forum for People Performance Management and Measurement

Conceived in the 1990s, the concept of Total Rewards represented a revolution in thinking related to compensation that to this day has not been fulfilled at many organizations, that is: a strategic, holistic approach to compensation that considers every aspect of the employee experience and his or her capabilities and potential contributions to the organization.

Each year in the United States, organizations spend tens of billions of dollars on cash and non-cash rewards for consumer, distributor, sales and employee incentive programs –merchandise, gift cards, group and individual travel programs, time off, cash, etc. But few organizations invest the necessary time to understand which rewards should be used for which people to encourage what outcomes