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Resource Library - Research

Customer Engagement

The Economics of Engagement

Most leaders and organizations know the difference between a fully engaged worker and one that is marginally engaged or disengaged. The former brim with enthusiasm, they contribute ideas, are optimistic about the company and its future, are seldom absent from work, they typically stay with the organization longer and are among the organization’s most valuable ambassadors. Disengaged workers, on the other hand, are often absent (even when they are at work). They are disconnected and often pessimistic about change and new ideas. They have high rates of absenteeism and tend to negatively influence those around them, including potential customers and new hires. And the cost of disengagement to U.S. employers is estimated to be as much as $350 billion per year.... [ read more ]

The Incentive Research Foundation Vertical Markey Study

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 ]

Which? Who? What? Why Award Selection is Critical to Driving Engagement

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 ]

Employee Engagement

Diversity and Engagement

Published: May 31, 2017

The larger or more geographically spread out the organization, the greater the issues related to diversity. Beyond the regulatory and ethical obligations to recruit employees and market to customers... [ read more ]

EEA eBook on ISO Engagement Standards and Implications

Published: May 22, 2017

There's no reason to wait for engagement standards from ISO, the International Organization for Standardization, to profit from engagement. While ISO recently approved the creation of formal standards for engagement, the organization has already created Quality Management Principles and standards for engaging employees in quality management practices... [ read more ]

How To - Part II: Why Enterprise Engagement is Essential to Business Success

Published: Mar 2, 2016

In the old days, when no one could measure the economic benefits of engagement, it was a "nice to have." Now it’s essential. It's a critical competitive edge. With sales growth slowing and competition continuing to grow in many industries, market share goes to those organizations that "wow" not only their ... [ read more ]

ISO Engagement Standards - Part III: Implications for the Marketplace

Published: Feb 6, 2017

So what will happen should ISO go beyond the issuance of its Quality Management Principles and eventually approves formal standards for engagement? The opportunity could be significant, says Lee S. Webster, Secretary for ISO TAG 260, which has oversight over the engagement standards.... [ read more ]

The World of Engagement Research

Published: Aug 11, 2015

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 ]

"It's Always About the Boss"

Engagement doesn’t just happen, and in most organizations frontline management has a lot to do with the success - or failure - of an organization's engagement efforts. Recent research from the Gallup organization on employee disengagement ... [ read more ]

Again...Less Than 30% of Employees Are Actively Engaged

Published: Feb 23, 2015

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 ]

Anatomy of a Successful Incentive Travel Program

This recently conducted analysis by The Incentive Research Foundation (IRF)of one company's long-standing use of travel awards as a motivational tool shows that such incentives have a clear, measurable and positive impact on corporate culture and employee performance, as well as a broader "ripple effect" on the economy of the region where an incentive travel program (ITP) is held.

Overall, the study concluded that the importance of these programs should not be undervalued; their impact and their value reach well beyond the typical event timeline. Earners of the incentive travel program are far from the only beneficiaries of the program. The sponsoring company, the destination and the suppliers all receive significant benefits as well.

... [ read more ]

Baruch College Professor Sees Big Promise for Analytics in Enterprise Engagement

Published: Jun 21, 2016

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 ]

Driving Engagement by Focusing on Strengths

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 ]

Engagement’s Emerging Role in Corporate Wellness

Published: Apr 8, 2015

A shift is taking place in workplace wellness related to the concept of Enterprise Engagement, linking wellness strategies to an organization’s culture, retention, productivity, performance and even customer and employee satisfaction. By Amy Kramer & Paula Godar. Wellness goes beyond the obvious benefits of lowering healthcare claims,... [ read more ]

Female Bosses Are More Engaging Than Male Bosses

Published: Jun 1, 2015

Gallup Business Journal recently reported that employees who work for a female manager in the U.S. are actually more engaged, on average, than those who work for a male manager. However, only one in three (33%) working Americans say they currently have a female boss. Female managers themselves tend to be more engaged than male managers. Gallup finds that ... [ read more ]

How to Make The Business Case for Investing in Employee Engagement

Published: Sep 16, 2016

Over the past decade or so, more and more organizations are talking about the importance of creating a culture of high engagement with their employees so they will create exceptional customer experiences. However, although employee engagement shows up as a top challenge for ... [ read more ]

Human Resources and Marketing: A Missing Link?

This study, conducted by Prof. Frank Mulhern and Patricia Whalen of Northwestern University, identified a significant gap between the view of human resources and employees on the role of employees on delivering customer satisfaction, but found that companies with a close link between human resources and marketing outperform companies that don't.... [ read more ]

IRF: Generations in the Workforce & Marketplace

Published: Aug 6, 2015

Keeping employees happy, productive and loyal is essential to the long-term health of any company. But generational differences in the workforce tend to complicate matters when it comes to essential elements of employee engagement such as rewards and recognition... [ read more ]

Is your reward program really engaging people?

Published: Jul 16, 2015

Tom McMullen, writing recently on the Hay Group blog, notes that a recent study of World@Work members found only 11% of organizations conduct a formal ROI assessment of their reward programs. However, 48% of respondents said they planned to more rigorously assess... [ read more ]

Showing Results 51 - 75 of 191


CA Short

EGR International Inc.

Marriott Bloomington-Normal

McBassi

Canon