Whitepapers

Presents 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

In the world of talent management, social networks have been used successfully in knowledge sharing, the identification of skills and construction of teams, in recruiting, onboarding and certainly learning. “Social Recognition,” which uses software to enable people to recognize one another, is a relatively new entrant in the pantheon of talent management technology. Yet it draws on practices from some of the world’s most popular internet applications. In connecting peers to peers, and in this case, employees to employees and employees to customers, partners, suppliers and others (the extended enterprise) it opens another dimension in recognition that has the potential to generate powerful cultural evolution within remarkably short timeframes. In others words, social recognition software can be transformative. It can fill a recognition gap quickly and it can extend recognition beyond the organization to help engage customers and other constituents.

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This 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

This 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

Compelling research links financial results and customer satisfaction to engaged employees and channel partners.

Published by: Forum for People Performance Management and Measurement

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.

Published by: Human Capital Institute

This 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

This 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

Historically, 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 a rate of over 30%, people managers across the U.S. report that they’re looking for opportunities elsewhere. What to do? Minneapolis-based Modern Survey recently released this and other pertinent data in a Spring 2015 engagement study whitepaper focusing on manager engagement,

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Employee 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.

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A 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

This first in a series of three white papers on Customer Engagement from Rosetta Consulting is based on the findings of the 2014 Rosetta Consulting Engagement Study and focuses on how business leaders approach customer engagement. Researchers found clear

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Deloitte was asked by Google Australia to quantify the value of greater workplace collaboration, and the number is big:$46 billion per year – the value of faster-growing, profitable businesses with collaboration at their core

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This 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

Millennials are entering the workplace at such a swift rate that, according to Deloitte, they will make up 75% of the workforce by 2020. Organizations are scrambling to understand how they can better engage Millennials in the workplace.

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The 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.

The 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.

The 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

Determining the right mix of compensation, benefits, training, and rewards & recognition

Published by: Performance Improvement Council

Although gamification success stories abound, there are just many (if not more) failures. In fact, by the end of 2012 there was enough evidence about unsuccessful gamification efforts in business that Gartner noted "80% of current gamified applications will fail." The primary culprit?

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A 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

This study analyzed attempts by a dozen diverse companies to integrate their external and internal marketing practices.

Published by: Northwestern University

This 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

Federal 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