Preliminary Results from BlessingWhite's 2011 Employee Engagement Report show that companies planning an employee survey better be ready for some meaningful follow-up. If you ask for an opinion and then are seen not to act upon it, be prepared for the loss of your followers' trust. In other words, surveying might actually damage morale and increase cynicism. The good news is that Survey + Action = More Engaged Employees.
Nearly half (47%) of all employees who said their organization conducted a survey and demonstrated visible actions at the organization or department level are fully engaged. This finding was consistent across all regions and organization sizes. The bad news is that those employees who experienced a survey and saw no follow-up are decidedly less engaged – in fact, less than a quarter (24%) of respondents. The kicker: This is actually three percentage points worse than engagement levels for employees who report no action at all, suggesting that surveying and doing nothing can actually decrease existing engagement levels. The full global report based on more than 10,000 survey respondents and interviews with senior leaders will be available soon. Register to receive a copy at @@http://www.blessingwhite.com/EEE__report.asp
The ROI of Engagement initiative, led by Catalyst Performance Group Founder and President Todd Hanson, has released SenseiROI, the only software solution exclusively designed to support the Phillips ROI Methodology. Its powerful measurement planning capability helps clients align program strategy with corporate objectives and develop programs that deliver stronger results. It is ideal for enterprise-wide deployment and facilitates the strategic management of a company's investment in people. SenseiROI provides the insight needed to plan and implement better, more effective engagement programs that accelerate business performance, allowing a thorough and accurate cost versus benefit analysis for programs before they even begin. For more information, go to @@http://www.roiofengagement.com/technology.html
Maritz, a leader in customer loyalty and employee motivation services, and Bunchball, a provider of 'gamification' solutions, recently announced a partnership that will combine Maritz's experience in loyalty and motivation with Bunchball's expertise in using game mechanics to drive engagement and participation. The two companies are creating next-generation programs that are as engaging and compelling as they are rewarding.
Maritz and Bunchball clients can now bring the full suite of game mechanics to bear on their loyalty and incentive programs, leveraging peoples' fundamental need for reward, status, achievement, competition and self expression, providing a constant stream of motivation that keeps participants engaged throughout the entire lifetime of the program. The goal is a significantly enhanced and enriching experience that keeps participants excited about their loyalty program on an ongoing basis. For more information, visit @@http://www.maritz.com/ or call 1-877-4MARITZ.
Globoforce has announced the publication of Winning with a Culture of Recognition: Recognition Strategies of the World's Most Admired Companies, a new book authored by company CEO Eric Mosley and Derek Irvine, VP Client Strategy and Consulting.
Drawing on more than a decade of experience evolving recognition, Mosley and Irvine share their experience and expertise in helping global companies plan successful strategic recognition programs and put them into action. With a mix of case study examples and actionable tips, Winning with a Culture of Recognition profiles leaders at some of the world's best known companies and shares how they transformed their corporate cultures.
The book is now available in hardcover at Amazon.com. More information about the book and authors Eric Mosley and Derek Irvine can be found at: @@http://www.recognitionculture.com
The Enterprise Engagement Alliance (EEA) recently announced that research measuring the return on investment (ROI) of an annual meeting of healthcare insurance brokers that stressed training, relationship-building and networking opportunities found the sponsoring company enjoyed a return of almost $2 for every $1 invested in the program. Initial results reported in March revealed that the program had a profound impact on the way brokers thought and felt about the company, its products and its people. Part 1 of the report, The 'ROI in Channel Partner' Conferences – A Case Study, noted that the annual gathering translated into higher sales, performance and engagement among those who attended. Part 2 of the report examines the actual change in sales of Allsante, Inc.* products among program participants, summarizing the ROI the company achieved from the event. EEA analysis of the methodologies and findings reveals that Allsante earned significant ROI from its annual event. "After all variables were accounted for, a highly credible and conservative estimate of 190% ROI was arrived at," says Allan Schweyer, Chairman of the EEA. "In other words, the company enjoyed a return of almost $2 for every $1 it invested in the first six months following the event, and our researchers say it's likely that the returns, if calculated after another six months have passed, will be even greater." Parts 1 and 2 of the study, The 'ROI in Channel Partner' Conferences – A Case Study, can be downloaded at @@http://www.enterpriseengagement.org/
* The company in this report is referred to as "Allsante, Inc." at the firm's request, due to competitive reasons.
The September/October issue of Engagement Strategies Magazine is out! Here's a look at what you'll find inside:
William Schiemann, CEO of Metrus Group, notes that many firms exhibit some decline in employee engagement – and it costs them dearly. Research demonstrates that when engagement plummets, customer service, quality and productivity also drop, while costs and employee turnover rise. A recent cross-industry study conducted by Metrus Group found performance differences of nearly 10% between organizations where employee engagement was high and those with low-engagement operations. Many employers thought that with unemployment hovering at 10%, people would be delighted just to have a paycheck. And they were correct – up to a point. Many employees are delighted to have a paycheck, but it doesn't mean they're satisfied, committed or even engaged with the organization. To make sure you get your copy of Engagement Strategies Magazine, go to @@http://www.enterpriseengagement.org/account/login/ and update your subscription today!
Caught up in the backlash against the major corporations whose questionable business practices helped precipitate the current economic crisis, the image of meetings and incentive trips in the general media has largely been one of excess and irresponsibility – right up there with exorbitant bonuses, private jets and company limos on the list of things people think of when they hear the words "corporate greed." So how does the industry fight that perception? Many ideas have been proposed, but one seems to offer more promise than the others – find ways to "humanize" meetings and incentives, make them less about money and excess and more about people and service. The recent rise of Corporate Social Responsibility offers that opportunity...
For GAP Inc. and its stores, engagement is part of the definition of a high-performing employee. "We think of a high-performing employee as one who is very engaged," notes Marko Satarain, the company's Director of Talent Management. "If they're engaged they'll produce more and stay longer. So there's a business imperative as to why we would want to hire and retain a high-performing or highly engaged employee. If an employee is engaged, we know their productivity levels will be higher than the norm, they'll stay with us longer and it will actually influence and inspire their contemporaries or counterparts to perform better as well." Read more in the current issue of Engagement Strategies Magazine.
Results from a recently conducted analysis of one company's long-standing use of travel awards as a motivational tool show that such incentives have a clear, measurable and positive impact on employee performance and retention. The Incentive Research Foundation conducted the study to document the "anatomy" of an incentive travel program (ITP) and provide a better understanding of the broad reach of a successful ITP. One key measurement of program success was its relationship to retention and performance. Examining the tenure and performance ratings of 105 employees who earned the incentive trip at the company, researchers found that the largest group had a performance rating of 1 (1 being the highest level of performance and 4 the lowest level of performance) and tenure of 4 years or more, while the second largest group had a performance rating of 2 and tenure of 4 years or more. Together, these two groups accounted for 55% of incentive travel earners, showing a very real correlation between incentives, longevity and quality – in other words, ITP participants tend to perform better and stay with the company longer than other employees. Overall, 88.5% of incentive travel earners had a performance level of 1 or 2 compared to 31.2% of the population of active critical employees with those same performance ratings. For a copy of the white paper, Anatomy of a Successful Incentive Travel Program, go to: @@http://www.TheIrf.org
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