Resource Library - Research

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. ... [ read more ]

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.... [ read more ]

Despite hundreds of billions of dollars spent annually by organizations to engage employees and customers, numerous independent research studies find that neither employee nor customer engagement have improved appreciably in more than a decade. ... [ read more ]

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. ... [ read more ]

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... [ read more ]

Kicking off the new Enterprise Engagement Alliance Brand Engagement 360 Knowledge Management program with the Association of National Advertisers, this primer on Brand Engagement 360 is prepared for marketing and agency management ready to implement a strategic brand engagement process that includes its internal and other stakeholders--including employees, distribution and supply chain partners, communities, volunteers, donors etc. This article summarizes the two key phases of the process: 1) Strategic brand purpose definition and 2) Implementation. Neither require major investments in time and money and in fact are designed to save both over time while enhancing performance and stakeholder experiences through greater alignment and efficiency. These processes are based on over 40 years of academic research and processes time tested in the world of total quality management in factories around the world. ... [ read more ]

With an increasing focus on professional program design, return-on-investment management, and effective human capital management and reporting, everyone in business can benefit from the most comprehensive, authoritative knowledge management center in the field of stakeholder engagement.... [ read more ]

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. ... [ read more ]

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. ... [ read more ]

A fundamental premise of Stakeholder Capitalism and Human Capital Management and measurement is that organizations with higher levels of people engagement do better. HCMoneyBall, which created the SaaS platform known as HCMetrix for human capital analytics and benchmarking, provides a free calculator enabling any organization to track its Human Capital ROI (HCROI) and the potential impact on financial performance.... [ read more ]

Avatar Solutions recently announced the results of its annual analysis of employee engagement levels in the U.S., finding that only 29.2% of employees surveyed were "Actively Engaged," 58.8% were "Partially Engaged" and 12% were "Actively Disengaged." ... [ read more ]

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... [ read more ]

Even top corporate executives who are aware of engagement practices aren’t always aware of the financial return they can deliver. The Engaged Company Stock Index shows that companies with high levels of employee, customer and community engagement financially outperform ... [ read more ]

Gamification form Badgeville has released the results of an independent survey of over 500 business workers, ranging from entry-level employees to C-level executives, looking at the success of gamification across U.S. organizations. The results: 78% of workers are utilizing games-based motivation at work and nearly all (91%) say these systems improve... [ read more ]

In this excerpt from his new book, ‘Laddering: Unlocking the Potential of Consumer Behavior,’ PossibleNOW VP Eric Holtzclaw explains how techniques such as laddering, lensing and latticing can radically and permanently change the way you view your products, services, customers and marketing message ... [ read more ]

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. ... [ read more ]

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... [ read more ]

Readily available employee engagement applications supported by effective management practices can transform the traditional, ineffective employee performance management and appraisal process.... [ read more ]

Mobile technology is just the latest tipping point for Enterprise Engagement, as it brings everyone in all areas of business the power to engage people in a highly tangible way. A recent study by International Data Corporation, commissioned by OpenMarket, which considers itself a leader in enterprise mobile engagement, found that most companies take an ad hoc approach to mobile engagement... [ read more ]

Gamification form Badgeville has released the results of an independent survey of over 500 business workers, ranging from entry-level employees to C-level executives, looking at the success of gamification across U.S. organizations. The results: 78% of workers are utilizing games-based motivation at work and nearly all (91%) say these systems improve... [ read more ]

In this excerpt from his new book, ‘Laddering: Unlocking the Potential of Consumer Behavior,’ PossibleNOW VP Eric Holtzclaw explains how techniques such as laddering, lensing and latticing can radically and permanently change the way you view your products, services, customers and marketing message ... [ read more ]

Kicking off the new Enterprise Engagement Alliance Brand Engagement 360 Knowledge Management program with the Association of National Advertisers, this primer on Brand Engagement 360 is prepared for marketing and agency management ready to implement a strategic brand engagement process that includes its internal and other stakeholders--including employees, distribution and supply chain partners, communities, volunteers, donors etc. This article summarizes the two key phases of the process: 1) Strategic brand purpose definition and 2) Implementation. Neither require major investments in time and money and in fact are designed to save both over time while enhancing performance and stakeholder experiences through greater alignment and efficiency. These processes are based on over 40 years of academic research and processes time tested in the world of total quality management in factories around the world. ... [ read more ]

With an increasing focus on professional program design, return-on-investment management, and effective human capital management and reporting, everyone in business can benefit from the most comprehensive, authoritative knowledge management center in the field of stakeholder engagement.... [ read more ]

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. ... [ read more ]

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.... [ read more ]