Whitepapers

This study, sponsored by the Incentive Research Foundation (IRF), looks at questioins that are rarely posed in relation to sales incentive programs: How do sales incentives affect procurement and cost of goods? Shipping? Cash flow? It suggests that developing an incentive program with a focus on sales growth alone, with no consideration for other business functions can produce 1) an adverse affect on cash flow, 2) a possible disruption in supplies, 3) extra shipping costs for ordered merchandise, and 4) a possible impact on customer quality. A "business process" approach, on the other hand, one that takes into account the impact on other business functions, "enables the planning and creation of the needed infrastructure and additional investments, where necessary, to support the results arising from the sales incentive program," the author says.

Published by: Incentive Research Foundation

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

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 white paper 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.

Published by: The Forum for People Performance Management and Measurement

A study on employee motivation and performance in the hospitality industry that looks at strategies for reducing employee turnover.

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

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

While it is widely believed that employee attitudes and engagement directly influence customer experiences and customer spending behavior, there is little empirical evidence that has explicitly demonstrated this. This study, subtitled "An Empirical Analysis of the Relationship between Employee Attitudes, Customer Attitudes, and Customer Spending," combines results from an extensive survey of employees and customers at a hotel chain with the actual spending patterns of customers. Results show a direct, measurable relationship between the employee and customer perceptions of the hotel brand and customer spending behavior.

Published by: Forum for People Performance Management and Measurement

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

The 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

Improving economic conditions, an impending skilled labor shortage, and the proven link between low turnover and profitability are forcing organizations to take a new look at employee retention. This paper suggests that sound retention strategies can not only head off a future problem, they can save money and improve sales today.

Published by: - Performance Improvement Council of the Incentive Marketing Association -

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 position paper from Meetiing Professionals International (MPI) examines a partnership business model, identifies critical ways in which meetings drive business, and looks at the key components and objectives of a thriving strategic meetings management program.

Published by: Meeting Professionals International

While it is widely believed that employee attitudes and engagement directly influence customer experiences and customer spending behavior, there is little empirical evidence that has explicitly demonstrated this. This study, subtitled "An Empirical Analysis of the Relationship between Employee Attitudes, Customer Attitudes, and Customer Spending," combines results from an extensive survey of employees and customers at a hotel chain with the actual spending patterns of customers. Results show a direct, measurable relationship between the employee and customer perceptions of the hotel brand and customer spending behavior.

Published by: Forum for People Performance Management and Measurement

The 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

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

Published by:

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

Results from the study Awards Selection: Insights from Managers, conducted by the Forum for People Performance Management and Measurement, sheds light on the efficacy of 12 distinct motivational tactics used by HR and marketing managers across many industries to achieve 10 specific organizational objectives.

Published by: Forum for People Performance Management and Measurement

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

While it is widely believed that employee attitudes and engagement directly influence customer experiences and customer spending behavior, there is little empirical evidence that has explicitly demonstrated this. This study, subtitled "An Empirical Analysis of the Relationship between Employee Attitudes, Customer Attitudes, and Customer Spending," combines results from an extensive survey of employees and customers at a hotel chain with the actual spending patterns of customers. Results show a direct, measurable relationship between the employee and customer perceptions of the hotel brand and customer spending behavior.

Published by: Forum for People Performance Management and Measurement

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

The 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

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.

Published by:

Leading-edge companies are tapping the potential of advanced analytics to improve talent acquisition, employee engagement, retention, talent development and, ultimately, their bottom lines. Soon this will be the

Published by:

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