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7 Steps to Measure and Build Engagement: How to Keep Line Managers Interested and InvolvedEmployee surveys have the potential to help companies understand the relationship between human capital and the bottom line. Yet, if not managed carefully, surveys may fail to realize their potential as strategic organizational tools. Why? Because many organizations are successful in designing reasonable questionnaires, generating high participation rates and gathering a lot of good information. But where survey processes most commonly break down is in the “hand off” between a survey team, perhaps working with the assistance of an outside consultant, and line managers throughout the organization. Published by: |
At Last, A Real Way to Measure ROIA study designed to determine which aspects of selling respond to incentive travel and how that response can be measured. Researchers surveyed 1,800 subscribers of Meetings and Incentive Travel magazine and 3,000 members of the Canadian Automobile Dealers Association. To present an in-depth picture of incentive travel, and to provide a practical template for determining program ROI, the authors made a point of recording views of both the people who win the awards and those executives who allocate the money to fund them. Published by: Incentive Research Foundation |
Employee Engagement, Customer Satisfaction and ProfitabilityThis study, by Prof. James Oakley of Ohio State University, found a clear link between employee engagement and customer satisfaction, and customer satisfaction and profitability. Published by: The Forum for People Performance Management and Measurement |
Federation Study 2003: Incentive Federation Survey of Motivation and Incentive ApplicationsThe Incentive Federation Inc. has commissioned a survey involving current users of merchandise and travel items for motivational applications. The Center for Concept Development (CCD) was asked to analyze the data collected in this survey and to prepare this report on the survey findings. Published by: Center for Concept Development, Ltd. |
Federation Study 2005: Incentive Federation Survey of Motivation and Incentive ApplicationsThe Incentive Federation Inc. has commissioned a survey involving current users of merchandise and travel items for motivational applications. The Center for Concept Development (CCD) was asked to analyze the data collected in this survey and to prepare this report on the survey findings. Published by: Center for Concept Development, Ltd. |
Federation Study 2007: A Study of the Incentive Merchandise and Travel MarketplaceThe Incentive Federation contracted with GfK, an international market research company, to develop and conduct a market sizing study of the U.S. marketplace for incentive travel and merchandise. Results showed that, overall, 34% of companies used either incentive travel or merchandise incentives in 2006, spending a total of $46.1 billion on incentive programs. Breaking down that total, the study finds that companies spent $13.4 billion on incentive travel and 32.7 billion on merchandise incentives. In addition, more than half of the study participants expect their future spending on incentive programs to increase. Published by: Incentive Federation |
Finding the Right MixDetermining the right mix of compensation, benefits, training, and rewards & recognition Published by: Performance Improvement Council |
Incentives, Motivation, & Workplace PerformanceA summary of research by the ISPI (International Society of Performance Improvement) on the impact of incentive programs and the essential implementation steps necessary for success. Shows how helpful incentive and motivation programs can be in terms of engaging employees and improving performance. Published by: Incentive Research Foundation |
Internal Marketing Best PracticesThis study analyzed attempts by a dozen diverse companies to integrate their external and internal marketing practices. Published by: Northwestern University |
Measuring the ROI of Sales Incentive ProgramsThis report presents a series of cases involving companies that implemented sales incentive programs. It makes a case for the use of post-hoc or post-program measurement of ROI to demonstrate the impact of the programs on sales performance. Published by: Incentive Research Foundation |
Performance Management & Incentives in the Era of Sarbanes-OxleyFederal legislators in 2002 enacted the Sarbanes-Oxley Act (SOX), which was designed to improve the accountability of corporate managers to shareholders and to improve public confidence in publicly traded companies. This white paper is an outline of the potential impact of SOX on the use of performance improvement and incentive programs. Published by: Performance Improvement Council of the Incentive Marketing Association |
Performance SolutionsThis white paper discusses the range of "zero-based performance improvement strategies" that can be developed with the help of full-service incentive and performance improvement companies. It also includes contact information on members of the Incentive Marketing Association's Performance Improvement Council, made up of a dozen organizations dedicated to offering companies solutions-based incentive and performance improvement programs. Published by: Performance Improvement Council of the Incentive Marketing Association |
Seven Steps to Performance Through PeoplePresents an overview of the essential elements involved with performance improvement strategies. Breaking new ground, "people performance management" takes familiar disciplines and integrates them across functional lines to maximize results. Published by: Incentive Performance Center |
The Benefits of Tangible Non-Monetary IncentivesThis paper discusses four psychological processes that can be categorized as items that directly affect the perceived value of an incentive or recognition award. In particular it looks at factors that increase the perceived value of earning the award because the awards are earned rather than purchased. Published by: Incentive Research Foundation |
The Birth of a Needed New Profession: People Performance ManagementThis paper introduces the discipline of "People Performance Management" as developed by the Forum for People Performance Management and Measurement, a unit of the Integrated Marketing Communications Department of the Medill School of Journalism at Northwestern University. People Performance Management refers to an integrated process designed to help firms maximize long-term financial performance through a strategic focus on their most valuable asset -- human capital. Published by: Forum for People Performance Management and Measurement |
The Economic Case for People Performance Management and MeasurementCompelling research links financial results and customer satisfaction to engaged employees and channel partners. Published by: Forum for People Performance Management and Measurement |
The Economics of EngagementThe cost of employee disengagement to U.S. companies in terms of lost productivity, accidents, theft, and turnover is estimated to be as much as $350 billion per year. Disengaged workers are often absent (even when they are at work), disconnected, and often pessimistic about change and new ideas. They have high rates of absenteeism and tend to negatively influence those around them. Engaged workers, on the other hand, are significantly more productive, interact more positively with other employees and new hires, and are much more likely when they interact with customers to create relationships that generate loyalty and increased business. This white paper looks at the best measures available for building engagement among employees along with looking at the ROI for investing in those measures as a way for managers to demonstrate the economics of engagement to top executives. Published by: Human Capital Institute |
The Economics of EngagementIn 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. Published by: Human Capital Institute |
The Path to Employee EngagementThis study, a follow up by Prof. James Oakley, identified key internal levers that affect employee satisfaction and, more importantly, the level of engagement. Published by: The Forum for People Performance Management and Measurement |
The Role of Gift Certificates and Gift Cards In Corporate Recognition and Incentive ProgramsThis paper looks at the types and applications of gift cards and gift certificates and reviews the research that points to the efficacy of gift certificates and cards in achieving business results. Gift certificates and cards have been shown to increase sales, improve employee performance and build loyalty, foster teamwork, and create new markets, among others. Published by: Incentive Gift Card Council of the Incentive Marketing Association |
Why Incentive Programs Endure RecessionsHistorically, incentive programs, unlike other sales and marketing strategies, have endured economic downturns. In fact, according to a review of past Incentive Federation and industry studies, the incentive industry managed to grow following the recessions that occurred in the late 1980s, after September 11, 2001, and during the downturn of the late 1990s, following the dot-com collapse. In fact, there is no evidence that the industry suffered serious declines following the recession in the late 1970s/early 1980s, and the industry continued to prosper even during the Great Depression when the industry’s trade magazine at the time, Premium Practice, was filled with advertising pages. Published by: Incentive Performance Center |
At Last, A Real Way to Measure ROIA study designed to determine which aspects of selling respond to incentive travel and how that response can be measured. Researchers surveyed 1,800 subscribers of Meetings and Incentive Travel magazine and 3,000 members of the Canadian Automobile Dealers Association. To present an in-depth picture of incentive travel, and to provide a practical template for determining program ROI, the authors made a point of recording views of both the people who win the awards and those executives who allocate the money to fund them. Published by: Incentive Research Foundation |
At Last, A Real Way to Measure ROIA study designed to determine which aspects of selling respond to incentive travel and how that response can be measured. Researchers surveyed 1,800 subscribers of Meetings and Incentive Travel magazine and 3,000 members of the Canadian Automobile Dealers Association. To present an in-depth picture of incentive travel, and to provide a practical template for determining program ROI, the authors made a point of recording views of both the people who win the awards and those executives who allocate the money to fund them. Published by: Incentive Research Foundation |
Employee Engagement, Customer Satisfaction and ProfitabilityThis study, by Prof. James Oakley of Ohio State University, found a clear link between employee engagement and customer satisfaction, and customer satisfaction and profitability. Published by: The Forum for People Performance Management and Measurement |
Employee Engagement, Customer Satisfaction and ProfitabilityThis study, by Prof. James Oakley of Ohio State University, found a clear link between employee engagement and customer satisfaction, and customer satisfaction and profitability. Published by: The Forum for People Performance Management and Measurement |
