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Less than half of your employees are satisfied with their reward and recognition programs, despite increased spending among companies to improve these programs. Why? In her virtual conference webcast, “I Can’t Get No…Satisfaction”, Michelle Pokorny, Solution Vice President for Employee Engagement and Recognition at Maritz Motivation Solutions will share results from a recent study aimed at helping employers gain key insights on what impacts the success of an employee reward and recognition program.
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Proprietary and Confidential © 2012 Maritz
“I Can’t Get No… Satisfaction!”
Michelle PokornySolution VP – Employee
Engagement and Recognition
HR.com webcast, October 30, 2012
Proprietary and Confidential © 2012 Maritz
Employee Insight Study of Over 1000 U.S. Employees Conducted by Maritz (October 2011)
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Less Than Half
Proprietary and Confidential © 2012 Maritz
How Are My Programs Doing?
Quick Poll…
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Proprietary and Confidential © 2012 Maritz
Impact of Meaningful Reward and Recognition
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Employee Insight Study of Over 1000 U.S. Employees Conducted by Maritz (October 2011)
Of those who do feel meaningfully
rewarded & recognized
Engagement IndicatorsOf those who do
not feel meaningfully rewarded & recognized
82% would strongly endorse my company to friends
and family as a great place to work
27%
82% feel their workplace is a great place to work.
30%
86% would stay with their current company if given
the chance to do the same work at the same pay
for a different company.
44%
86% feel motivated to go beyond my formal job responsibilities to get
the job done.
40%
When Consistently and Meaningfully Recognized, Top Line Engagement Doubles
Proprietary and Confidential © 2012 Maritz 52012 Maritz Engagement Poll
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19
3.5
% greater employee retention1
% greater shareholder return2
x greater customer retention and revenue growth3
1 2012 SHRM2 2011 BlessingWhite Employee Engagement Report3 2011 Aberdeen Group, “The Engagement/Performance Equation”
63 % greater employee productivity1
Proprietary and Confidential © 2012 Maritz 6
Proprietary and Confidential © 2011 Maritz
What’s the Impact of Not So Meaningful and Motivating
Programs?
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Proprietary and Confidential © 2012 Maritz
$275K Missed Potential
Potential Opportunity
1,000The Number of Employees who feel meaningfully rewarded and recognized.
$ 500K Benefit$ 250K Cost $ 250K Net Benefit (Benefit – Cost)
$225K Benefit$250K Cost $-25K Net Impact
(Benefit – Cost)
Current Impact
450The Number of Employees who feel meaningfully rewarded and recognized.
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Proprietary and Confidential © 2012 Maritz
$2.75M Missed Potential
Potential Opportunity
10,000The Number of Employees who feel meaningfully rewarded and recognized.
$5.0M Benefit$2.5M Cost $2.5M Net Benefit
(Benefit – Cost)
$2.25M Benefit$2.5M Cost $-250K Net Impact (Benefit – Cost)
Current Impact
4,500
The Number of Employees who feel meaningfully rewarded and recognized.
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How Do We Know What is Meaningful and Motivating to
People?
Proprietary and Confidential © 2012 Maritz 11
Deeper Insights into Human Motivation and Forces at Play
Proprietary and Confidential © 2012 Maritz
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Proprietary and Confidential © 2012 Maritz
A bridge between the latesthuman science research and the new normal
of today’s business environment.
Proprietary and Confidential © 2011 Maritz 12
Proprietary and Confidential © 2012 Maritz 13
People Principles
People are rational and emotional.
People are individual and social.
People are driven by multiple motivators.
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Proprietary and Confidential © 2012 Maritz
People Are Driven By Multiple Motivators
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Drive to engage, cooperate, “fit in” to the community
Drive to “create” better self, team,
organization, world
create
bond
defend
Drive to acquirestuff, status,
rewards, resources
Drive to defend ‘what’s ours’:
status, stuff, ideas, relationships…
acquire
Based on the work of Paul Lawrence and Nitin Nohria at Harvard Business School ©2012 The Maritz Institute. All rights reserved.
choice
The
Proprietary and Confidential © 2012 Maritz
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Proprietary and Confidential © 2012 Maritz
Forces at Play
• Age of participation and collaboration
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Proprietary and Confidential © 2012 Maritz
Forces at Play
• Age of globalization
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Proprietary and Confidential © 2012 Maritz
Forces at Play
• Age of creativesociety andhuman spirit
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Proprietary and Confidential © 2012 Maritz
Action Recognition
CompetitionAmbitionAchievement
MaterialismChallenge
PrestigeIndependence
ThriftHeroism Tradition
Acceptance
Protection
Authority
Conformity
CommunityMeaning
Self-expressionAuthenticityCollaboration
Experimentation
NoveltyThrill-seeking Freedom
Passion
SUCCESSSUCCESS
SECURITYSECURITY
EXPRESSION
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Proprietary and Confidential © 2012 Maritz 20
EXPRESSION
• Core values and a noble
cause.
• Collaborative
community.
(We are great.)
• See people as people –
not a means to your
end.
Proprietary and Confidential © 2012 Maritz
Do you Sense This Shift and These Forces in Your
Organization?
Quick Poll…
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Employees are People First
Proprietary and Confidential © 2012 Maritz 22
Proprietary and Confidential © 2012 Maritz
New Science, New Shift, New Approach
Proprietary and Confidential © 2012 Maritz
Programs as Places of Engagement
Express
Success
Security
Purpose& ValuesExpress
Success
Security
Express
Success
Security
customer
employee channel
Proprietary and Confidential © 2012 Maritz
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Proprietary and Confidential © 2012 Maritz
VALUES & GOALS
How do I feel?
BehaviorsIntentions
Impact
What was the benefit to me and
others?
Attitudes
How do I feel?
Deeper Participant Understanding
Awareness
What am I aware or knowledgeable of?
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What did I do?
What do I plan to do?
Proprietary and Confidential © 2012 Maritz
Values are beliefs tied inextricably to emotion, not objective, cold ideas. They are…
– a motivational construct– abstract goals– standards or criteria– ordered by importance Schwartz, S. H. (2005). Basic human values: An
overview. Retrieved from
http://151.97.110.134/Allegati/convegno%207-8-10-05/Schwartzpaper.pdf
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What are
Proprietary and Confidential © 2012 Maritz
Employee Values Study
• Insight Study of Over 1000 U.S. Employees conducted by Maritz in late 2011
• Objective: understand employee values, attitudes, intentions, and reward and recognition preferences and how these impact program effectiveness and engagement. Study captured:
– Employee’s personal values 1
– Employee’s work-related goals– Perceived company goals and values– Reward and recognition preferences– Motivation of program/elements– Satisfaction with company environment (support, communication, alignment)– Engagement
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1- Based on Schwartz Values Inventory and Model of Motivational Values profiles– proprietary segmentation
Proprietary and Confidential © 2012 Maritz
What’s important to me as a person
What’s motivating to me in a program
My past program experience with you
What I think of the company and environment
them
e
reward
message
rules
timing
metho
d
I notice itI form an attitude about it
I intend to act on itI act on it
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It positively influences my engagement(as an employee)
If it “gets through” my filters, my reaction to the stimulus:
Proprietary and Confidential © 2012 MaritzProprietary and Confidential © 202 Maritz 29
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Primary Value Segments for U.S. Employees
N=1007 responding to a Motivation Study of Over 1,000 U.S. Employees, Conducted by Maritz (October 2011)
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The Altruists 17%Make a DifferenceUniversalism & Benevolence
The Drivers 24% Onward and UpwardAchievement and Power
The Pioneers 26% What’s Next?Self-Direction and Stimulation
The Stabilizers 33%Stay the CourseTradition, Security and Conformity
Proprietary and Confidential © 2012 Maritz
I am self-directed and enjoy freedom, flexibility, taking risks, variety and choice
I would like an opportunity to create my own program. If I am given a goal, I want total flexibility in how to achieve it
Communications• Ask me, include me, don’t tell me. Show me
you value my input• I like messages that convey
partnership and are positive, pragmatic, authentic, individualized & energetic
Social• I like to be connected with other “thinkers”,
“innovators” and “challengers” • I am interested in opportunities to contribute
and connect with new people and places to meet informally
• Sharing stories, best practices, and opportunities to collaborate with others on ideas appeals so me
Learn/Create• I enjoy learning in a broad range of areas
not limited to my job• I seek opportunities to learn as a source of
stimulation• I like to create new ideas, ways of doing
something and enjoy art, writing and self-expression
Rewards• Give me plenty of reward choices• I find opportunities to contribute ideas on
special projects, strategic planning and service projects rewarding
• Learning opportunities are also viewed as rewards
Pioneer Preferences
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Proprietary and Confidential © 2012 Maritz
I appreciate programs that allow me to contribute to success that are clear and balance risk and reward.
I would like team recognition to keep good relationships vs. competition.
If I am given a goal or objective, I want the rules to be clear
Communications• My confidence is higher when a business
strategy is in place and communicated• I want frequent communication and
feedback• I like communication in all forms and would
rather be over communicated vs. under
Social
• I am interested in opportunities to contribute and connect as a team
• Being able to congratulate/recognize others also appeals so me
• I can’t wait for Us to succeed and then recognize Me as a contributor to Our success
Learn/Create• I seek opportunities to participate in events--
creating traditions and stories• I like the opportunity to provide input &
contribute but may not lead
Rewards• I find experiences that can be shared
with my family very rewarding • Increased learning opportunities are also
viewed as rewards• I like special non-expected perks like
baseball tickets or hockey tickets
Stabilizer Preferences
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Proprietary and Confidential © 2012 Maritz
I am rewarded by personal acknowledgement, personal time and the ability to ”pay it forward”. I like the opportunity for unique learning and cultural experiences
I would like an opportunity to create my own program
Communications• Be transparent, share the facts & admit
mistakes• I like face-to-face messages that are
sincere and authentic
Social
• I am interested in opportunities to meet face-to-face with smaller groups
• I prefer social and community environments where collaboration and contributions are respected
• I like to be connected to curious & intellectual individuals with common goals & passions
Learn/Create• I enjoy learning in social/community
environments • I want to choose opportunities to learn and
not be assigned • I like interesting projects that are
innovative and meaningful
Rewards• I appreciate the ability to choose on
service and recognition awards• I enjoy time off with my family as a
reward
Altruist Preferences
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Proprietary and Confidential © 2012 Maritz
I am success-minded and motivated by competition and being challenged
I am rewarded by receiving high-profile projects, public recognition and status
I want to choose my own goal and challenge structure
Communications• I appreciate frequent feedback on how I am
doing • Tell me how I can be more successful• Challenge vs. tell me• I like fact-based specific messages
Social• I like to be connected with “like minded” and
action-oriented” people • I enjoy the opportunity to share and discuss
but also be in charge• Competitive teams appeal to me
Learn/Create• I am success-minded and motivated by
competition and being challenged• I enjoy sharing knowledge/stories• I seek relevant knowledge to make me
smarter and more successful• I like to create and learn in smaller groups
Rewards• Give me my choice of reward • I find opportunities to contribute ideas on
special projects, strategic planning and service projects rewarding
• High profile projects are also viewed as rewards
• I would not appreciate sweepstakes
Driver Preferences
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Proprietary and Confidential © 2011 Maritz
More often remote workers
More often full time
More often single/never married
More often Manager and C-Suite
Most often 25-34; less often over 55 yrs.
More often consider their jobs as ‘part of their identity’
More often non-management
More often have ‘predictable jobs’Drivers
Pioneers
Stabilizers
Altruists
Less often employed full time
More often non-management
More likely to agree my job is ‘just something I do’
Altruists (70.9%) and Stabilizers (74.4%) are more likely to be over 45 years old
No statistically relevant difference by gender, industry or income
Proprietary and Confidential © 2012 Maritz
Key Study Insights
• Driver employees more often completely satisfied with the company’s efforts to reward and recognize.
• Drivers – 46% agree• Altruists – 32% agree• Stabilizers – 32% agree• Pioneers – 31% agree
• Drivers more often agree reward and recognition is a major component of their culture
• Need for programs and experiences to be more appealing to the rest…
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The Drivers 24% Onward and UpwardAchievement and Power
Proprietary and Confidential © 2012 Maritz
Key Study Insights
• Respondents most often identified organizational value to be Driver.
• Organizational value impacts employee engagement
– Highest engagement with Pioneer or Altruist companies… even when employee holds different personal value.
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US Company Values Segment
Proprietary and Confidential © 2012 Maritz
Key Study Insights
• Employee value and company value were shared only 28% of the time.– When values are shared, higher engagement is
indicated on most (15 of 23) individual engagement items.
– More often shared by employees under age of 35
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34%
25%
26%
16%
32%
23%
26%
19%
26%
25%
20%
29%
<35 35-44 45-54 55+
MATCH ADJACENT OPPOSITEOf those with matching values
to their companies, more are in the under 35 age group
Proprietary and Confidential © 2012 Maritz
Key Study Insights
• All engagement measures and overall engagement index are higher when employees are meaningfully rewarded and recognized.
• Employees who rank symbolic status rewards and charitable donations in their name appealing as part of a top performer reward and recognition program more often agree they are rewarded and recognized for their work performance in ways that are meaningful to them.
• Leadership messaging on program importance and satisfaction with manager efforts around reward and recognition is correlated with higher engagement.
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Engagement outcomes increase as leadership support for reward and recognition increases
1
2
3
4
5
E1_13 Overall, I amcompletely satisfied with my
job.
E1_14 I would be very happyto spend the rest of my
career with my company.
E1_15 If I could, I wouldinvest my own money in my
company.
E1_16 I would stronglyendorse my company to
friends and family as a greatplace to work.
1 Strongly Disagree 2 Disagree 3 Neither Agree nor Disagree 4 Agree 5 Strongly Agree
1
2
3
4
5
E1_17 I look forward tocoming to work every day.
E1_18 If I had a chance todo the same work at thesame pay for a different
company, I would stay here.
E1_19 I am proud to workfor my company.
E1_20 My workplace is agreat place to work.
E1_21 I feel motivated to gobeyond my formal job
responsibilities to get thejob done.
E1_22 I feel good about theways my companycontributes to the
community.
Mean ratings comparison: My company’s leaders express the importance of reward and recognition.
40Proprietary and Confidential © 2012 Maritz
Engagement outcomes increase as managers’ personal efforts to reward and recognize increase
I am completely satisfied with my manager’s personal efforts to reward and recognize his/her employees.
41Proprietary and Confidential © 2012 Maritz
1
2
3
4
5
E1_13 Overall, I amcompletely satisfied with my
job.
E1_14 I would be very happyto spend the rest of my
career with my company.
E1_15 If I could, I wouldinvest my own money in my
company.
E1_16 I would stronglyendorse my company to
friends and family as a greatplace to work.
1 Strongly Disagree 2 Disagree 3 Neither Agree nor Disagree 4 Agree 5 Strongly Agree
1
2
3
4
5
E1_17 I look forward tocoming to work every day.
E1_18 If I had a chance todo the same work at thesame pay for a different
company, I would stay here.
E1_19 I am proud to workfor my company.
E1_20 My workplace is agreat place to work.
E1_21 I feel motivated to gobeyond my formal job
responsibilities to get thejob done.
E1_22 I feel good about theways my companycontributes to the
community.
Proprietary and Confidential © 2012 Maritz
Importance of Direct Manager on Satisfaction and Meaningful R&R
Direct mgr. 30%
Senior mgt. 49%
Peers 21%
Strongly Disagree
Disagree Neither Agree nor Disagree
Agree Strongly Agree
1
2
3
4
5
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Three of ten employees most prefer recognition from their direct manager or supervisor.
As satisfaction with direct manager’s efforts to reward and recognizes increases, all eight engagement outcomes (say, stay and strive)
increase significantly.
I am completely satisfied with my manager’s personal efforts to reward and recognize his/her employees.
Proprietary and Confidential © 2012 Maritz
Key Design Insights and Implications
Communications• Can have the greatest impact in reaching and motivating
distinct employee value segments.– Message framing by value segment – a program or
reward may be compelling, but WHY may vary– Leadership support through communication and action– Alignment to company/brand values and strategy
Training• Can improve meaningfulness and effectiveness of recognition
given.
Rewards• Reward choice is consistently, highly valued in all employee
segments.• In top performer or formal/organizational programs, symbolic
status awards and charitable donations can be meaningful reward options.
• Choice of interesting/challenging projects is more appealing to Pioneers and least appealing to Stabilizers.
Structure• Consider offering/including both team and individual
incentive and recognition opportunities.43
Proprietary and Confidential © 2012 Maritz
Impact Examples from Study Data
• An e-card only recognition is motivating 30% of your people.– Add option to receive
award points and bump it up to 50%!
• A top-performer travel programs are motivating 30% of your people.– Add formal recognition in
front of others and bump it up to 54%!
• Gift card rewards are motivating 46% of your people.– Add a ‘choice of interesting
projects to work on’ option and bump it to 66%!
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Using Insight to Better Motivate
More of Your People
Proprietary and Confidential © 2012 Maritz
Communications Company Study Results
Situation: Client wanted to learn more about effectiveness of current programs and how best to motivate employee representatives to up and cross-sell
Insights: • 40% of surveyed employees not recognized in ways meaningful to them.• Opportunity for better management support, better communications
(14% worse than market baseline) and perceived ‘opportunity to earn’.• Majority (76%) fell into three primary value segments: Drivers, Altruists and
Pioneers.• Modified program structure and communications approach based on
segments.
24%27% 26%
34%
24%
38%
30%
44%
6%8% 14%
12%
6%
7%
8%
13%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
CLIENT MARKET CLIENT MARKET CLIENT MARKET CLIENT MARKET
StronglyAgree (5)
Agree (4)
>5%>6% >15%
>19%
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Communications Gap as Compared with National Study
47Proprietary and Confidential © 2012 Maritz
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Proprietary and Confidential © 2012 Maritz
Recent Article
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“Engagement is forged with different tools: trust, loyalty, open communication, clearly-articulated goals and expectations, shared values and well- understood reward systems.”
Proprietary and Confidential © 2012 Maritz
Recent Article
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“Meaning, then, is something like a responsibility — not merely a need. It resides and resounds, like the human experience, …and connects us…to the human world around us. It is the act of investing in what we profess to care about; in caring about what we profess to love; in not merely "expressing our values," but valuing that which is worthwhile in lasting human terms…”
Proprietary and Confidential © 2012 Maritz 50
Improve Design, Engagement and Mutual Benefit through Deeper Insight
Individual values and drives > behaviors & choices > program design elements and rewards > financial measures > overall
effectiveness/return
Proprietary and Confidential © 2012 Maritz
Thoughts?
Questions?
Proprietary and Confidential © 2012 Maritz
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Proprietary and Confidential © 2012 Maritz
Thank You!
@michpoko
[email protected]/blog
To share info on the study, maritzmotivation.com/employee-values-
study
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