DrivenF12_0

drivenM A G A Z I N E

FALL 2012

A CLOSER LOOKGENERATIONS

P6

BRAND LOYALTY

Make the most of

what you do best

STRENGTHS-BASED GOAL SETTING

In the Digital Age

LOYALTY —JUST THE RIGHT TOUCH

THE MULTI- GENERATIONAL

WORKPLACEFour Generations in the Workplace.

Now What?PerformanceSuite® App

BYODPersonal devices at work P3

NEWSITAGroup executive testifies for military P4

AWARDSAwards for every generation P20

BOOK REVIEW“Greater Than Yourself” P22

2 driven magazine Fall 2012

IN EVERY ISSUE

3FROM THE

DESK OF

John Rose,

Vice President & CIO

4NEWS

R&R Trends, ITAGroup

CFO testifies for

National Guard, Reserve

6A CLOSER LOOK

Customer service,

by the numbers

20AWARDS

for every generation

22BOOK REVIEW

“Greater

Than Yourself”

FEATURES

8BUSINESS GOALS

GET PERSONAL

Know employee

strengths.

10BRAND LOYALTY

in the digital age

12PERFORMANCE-

SUITE® APP

A game-changer

14FOUR

GENERATIONS

IN THE

WORKPLACE

Now what?

// CONTENTS

Brand Loyalty in the Digital Age

p. 10

Loyalty — Just the Right Touch ITAGroup’s PerformanceSuite App is turning heads in the salesforce.com world.

p. 12

Opportunity is endless with the right digital strategy.

Fall 2012 driven magazine 3

Driven MagazineFall 2012

Kent SchlawinEditor

Michelle JohnsonMolly Van Gorp

Writers

Beth LastineMaura RombalskiContributing Editors

Amber BakerPaul DunningJennie Tischler

Graphic Designers

HeadquartersITAGroup, Inc.

4800 Westown ParkwayWest Des Moines, IA 50266

Phone: 800.257.1985www.ITAGroup.com

Sales OfficesAtlanta, Boca Raton, Chicago, Dallas,

Des Moines, Detroit, Indianapolis, Los Angeles, Minneapolis,

Philadelphia, San Francisco and the greater New York City area

Send your questions or comments to [email protected]

and we may address them in the next Driven magazine.

?

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drivenM A G A Z I N E

// FROM THE DESK OF JOHN ROSE

CONSUMER COMPUTING POWER is growing faster than corporate purchasing or information technology departments can keep up. If your company is like ITAGroup®, you’re challenged to please employees who can’t live without their favorite devices, configured just the way they like. As an organization that helps clients build loyalty among various audiences, we believe employees using devices they want to use are more satisfied, more engaged, more productive, and more loyal. But allowing those devices raises some concerns. IT departments have to address the additional costs to provide support to a growing number of different devices. At ITAGroup, for example, we don’t provide service desk support for personal devices, due to the costs associated with supporting a wide variety of makes and models. As an IT leader, I was most concerned about security and compliance issues once we decided to provide network access to employee-owned devices. We have to keep data safe while helping remote workers be productive. We addressed the security issues by applying two key personal device policies: » Protect corporate and client data. We allow access to email and

the Internet but not to data files. By leveraging advances in desktop virtualization, we make it easy for mobile device users to access the applications and data they need without transferring the data to the mobile device, eliminating many key security issues.

» The employee agrees to have the device wiped remotely if it is lost, stolen, or upon employee termination. A mobile policy must cover corporate data at a minimum, and our agreement allows for the entire device to be reset to factory settings.

Our teams knew security issues had to be addressed, but they were also fueled by a desire to enable employee-owners to use the tools they’re comfortable with to better serve our customers. If you’re facing the challenge of mobile devices in your organization, you might want to start by focusing on your employees, too.

Regards,

John Rose

Vice President & CIO

ITAGroup, Inc.

Prepare for BYOD


CROSS-NATIONAL STUDY DISPELS MYTHS; ANALYZES EFFECTS OF COUNTRY, AGE, AND CAREER STAGE AMONG EMPLOYEES A new research study by the Sloan Center on Aging & Work at Boston College found that employees 40 years and older are the most engaged and demonstrate the highest level of organizational commitment. Those 50 years and older are the most satisfied with their jobs. The Generations of Talent Study is one of few to assess the effects of country, age, and career stage among employees worldwide. It gathered data about work experiences from 11,298 individuals, working for seven multinational companies, at 24 worksites in 11 countries. In this initial data release, researchers analyze responses in individual countries, as well as divide countries into two groups: those with older populations and developed market economies (old-developed countries: Japan, the Netherlands, Spain, UK, U.S.) and those with younger populations and developing market economies (young-

developing countries: Brazil, China, India, Mexico, South Africa, Botswana). The research indicates employees working in the young-developing countries show higher levels of work engagement and organizational commitment than do those in the old-developed countries. In contrast, job satisfaction levels are similar, on average, for employees working in the young-developing countries and old-developed countries.

IRF REVEALS R&R TRENDS FOR 2012The Incentive Research Foundation’s (IRF) executive briefing, 2012 Trends in Rewards and Recognition, reveals the following trends:

» Fast HR — The most significant observation is the unprecedented rate of change that will pave the way for more flexible approaches and faster responses to the management of people. Reward and recognition programs have a key role in Fast HR, because they can be quickly recalibrated to meet employee needs faster and with greater ease and precision than conventional compensation structures.» Get Into Gamification — Incorporating the principles of game design into the structure of reward and recognition programs and meetings will be a key trend in 2012 and beyond.» We’re All Marketers — New research has confirmed that people

— their actions and their attitudes — play a significant role in maintaining the value of the brand. As service becomes the “killer app,” aligning employee behavior through rewards has increased importance in reducing customer defection and optimizing their lifetime values. » It’s Time to Repair Cultures — Deep cost cutting during the earliest days of the recession, along with reduced resources moving forward, have both damaged the cooperative nature of some workplaces. With up to 74 percent of the work force open to considering a new job, organizations need to recapture the cultural conditions that made them an “employer of choice.”» Virtual Workplaces — More than 75 percent of businesses use some form of social networking to connect their people, so they need to ensure all technology-based reward and recognition programs are integrated into social media sites.» Convergence — Role convergence is causing the average worker to do more

» UPCOMING EVENTS

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// NEWS & EVENTS

Older workers are mostengaged, committed andsatisfied with their jobsAnd in other news: IRF identifies R&R trends and ITAGroup leader testifies before Congress on behalf of veterans.

THE MOTIVATION SHOW Chicago, IL

RPI ANNUAL CONFERENCE New Orleans, LA

EIBTM — THE GLOBAL MEETINGS & EVENTS EXHIBITION Barcelona, Spain

OCT23

NOV13

NOV27

APR27

8TH ANNUAL PHARMACEUTICAL MEETING PLANNERS’ SUMMIT Philadelphia, PA


// NEWS & EVENTS

3 45

work and put in more unpaid time. Organizations also expect more from their technologies. Efficiency is a big driver of effectiveness. Applications in the incentive industry must be easy to implement and integrate seamlessly into the organization’s workflow.» Corporate Social Responsibility — Sustainability has officially reached a tipping point in business, with most organizations considering it in their strategy. Planners and practitioners alike need to ensure program components are in line with their corporate values and initiatives. The IRF analyzed existing research, scanned incentive industry and business publications, and sought input from industry leaders to write the briefing.

ITAGROUP EXECUTIVE TESTIFIES BEFORE CONGRESS ON BEHALF OF GUARD AND RESERVE MEMBERSRichard A. Rue, ITAGroup Senior Vice President and Chief Financial Officer, testified February 2, 2012, before the Subcommittee on Economic Opportunity of the House Committee on Veterans’ Affairs in Washington, D.C. He spoke before an oversight hearing entitled, “Lowering the Rate of Unemployment for the National Guard.” “With today’s national military strategy, over fifty percent of current active military — both deployed and domestic — are active Guard and Reserve members,” said Rue, who serves

» 2011 TIMELESS PERFORMANCE AWARD

THE TEAM AT THE GRAND HYATT Kauai Resort & Spa (left to right: Aria-Juliet Castillo, Katy Britzmann, Marisa Hurley, Debra Crivello and Sherrie Holl) was recognized as the winner of ITAGroup’s 2011 Timeless Performance Award in the hotel category. IVI Mexico was named the winner in the Destination Management Company category. For eight years, ITAGroup has recognized its partners for the pursuit of customer service excellence in the incentive travel industry.

as state chair for the Iowa Employer Support of the Guard and Reserve (ESGR). “Because most Guard and Reserve members have full-time civilian jobs, all businesses are impacted, giving meaning to the ESGR line, ‘We all serve.’”

ESGR is a Department of Defense agency made up of 4,700 volunteers throughout 56 states and territories and a full-time staff in Washington, D.C. One of the objectives of ESGR is to educate members of the Guard and Reserve, and the public, on the rights

afforded to service members under the Uniformed Services Employment and Reemployment Rights Act (USERRA) and other initiatives to reduce unemployment rates for members of the National Guard and Reserve forces. ■

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» RICHARD A. RUE, SENIOR VICE PRESIDENT AND CHIEF FINANCIAL OFFICER

ITAGROUP’S RICHARD A. RUE testified before the Subcommittee on Economic Opportunity of the House Committee on Veterans’ Affairs on February 2, 2012, in Washington, D.C.


!

// A CLOSER LOOK CUSTOMER SERVICE

Customer Service, by the numbersSmart companies know one thing — customer service sells. Many would say this is where true brand connections are made. And kept. Take a look at some interesting facts, figures and finds regarding customer service.

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“While value is important, consumers want more than simply the lowest price or a product that is just good enough. They expect a superior product that is delivered in a compelling presentation, through fast and easy-to- understand processes that are supported by responsive and concerned people.”— Gina Pingitore, Chief Research Officer at J.D. Power and Associates

THE TRUE REACH OF A COMPLAINT On average, across all industries, 50 percent of consumers will complain about a problem to a front-line person. In business-to-business environments, 75 percent of customers will complain to a front-line person. If this front-line person is an employee of a distributor or retailer, there is a good chance the problem will never reach the manufacturer or corporate office. Only one to five percent of customers will escalate their complaint to a local manager or corporate HQ.

Source: Technical Assistance Research Program

ACE Rent A Car

Amazon.com

Amica

Apple

Auto-Owners Insurance

Barnes & Noble

Bass Pro Shops

Boost Mobile

Cadillac

Clark Public Utilities

David Weekley Homes

Drury Inn & Suites

Enterprise Rent-A-Car

Erie Insurance

First Federal

Four Seasons Hotels and Resorts

Frost Bank

Good Neighbor Pharmacy

Hampton Hotels

Hancock Bank

Health Mart Pharmacy

Hotel Indigo

ING DIRECT Home Loans

Jackson EMC

Jaguar

JetBlue Airways

Kohl’s

L.L. Bean

Lexus

MetroPCS

MINI

New Jersey Manufacturers

Publix Pharmacy

Quicken Loans

Saks Fifth Avenue

Salt River Project

Sawnee EMC

Scottrade, Inc.

Shea Homes

Southern Maryland Electric Cooperative

Southwest Airlines

Straight Talk

The Ritz-Carlton

U.S. Cellular

United States Department of Veterans Affairs Pharmacy Services

USAA

Virgin America

Virgin Mobile

Wegmans

Wegmans Pharmacy

2012 J.D. POWER CUSTOMER SERVICE CHAMPIONSIF IT'S BROKE, FIX ITCustomers who complain and are subsequently satisfied are up to 8% more loyal than if they had never had a problem. Source: Technical Assistance Research Program

8%

REASONS CUSTOMERS LEAVE

20%

Employee actions

40- 60%

Corporate products, processes, and marketing

Up to 40%

Customer mistakes or incorrect expectations

Source: Technical Assistance Research Program

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We bring people together. In ways that set us apart.

ITAGroup Event Management Every event has the potential to extend your brand and create powerful loyalty. We don’t take that for granted. We take the time to learn your corporate goals and objectives, and tie them to your event in a memorable, measurable way.

We make events extraordinary. We can do that because there’s nothing ordinary about the way we do business.

4800 Westown Parkway West Des Moines, IA 50266800.257.1985 // www.ITAGroup.com

Let’s talk loyalty.


Whether the economy is good or bad, most organizations are constantly looking for ways to increase productivity. For managers who are looking to do more with less, a key first step is for them to know their employees individually. This helps managers position workers for success, motivate them, and keep them focused on actions that are essential for the continued health of the organization. Employees who intentionally apply their strengths to their work increase the odds of their success.But it’s difficult for managers to do

any of this if they are not attuned to the strengths of the people on their team. And it’s just as difficult for workers to use their strengths if their managers don’t understand, appreciate, or maximize those strengths.

KNOWING WHAT'S EXPECTEDOf the millions of employees Gallup has surveyed, just over half have a clear understanding of what’s expected of them when they show up to work every day. This is particularly alarming. It’s difficult for an organization to accomplish its goals if it doesn’t

help its employees understand how they can contribute to achieving those goals. “One of the most important foundations of performance is determining what you’re good at, what you have the potential to be great at, and bringing that [knowledge] to the work that you do,” says Nicole Helprin, director of internal and employee engagement communications for Hewlett-Packard. “When people feel like they're bringing their gifts to the workplace, they’re more productive, they’re more engaged, and they’re going to be

First know, then make the most of, what you do best.

By Jim Asplund and Nikki Blacksmith

“One of the most important foundations of performance is determining what you’re good at, what you have the potential to be great at, and bringing that [knowledge] to the work that you do,” says Nicole Helprin, director of internal and employee engagement communications for Hewlett-Packard.

Strengths-Based Goal Setting


more successful in meeting their expectations.” A lack of clearly defined expectations is detrimental to the productivity of an organization. Worse, it’s almost impossible for the organization to be credible in the eyes of its employees if it cannot clearly articulate what employees should be doing at work.

“It’s so important to understand your own strengths and how you apply them to your job,” says Helprin. “It helps you map yourself and your team — someone may not be good at that, but they are very good at this, and it's really helpful in understanding how to divide up the work. That makes you less prone to put someone in the wrong job or to give them responsibilities that don't fall into areas where they excel."

IDENTIFYING STRENGTHSGallup asked more than 11,000 employees the following question: “Every week, I set goals and expectations based on my strengths.” Only 36 percent of those employees could strongly agree with that statement. So it appears that the majority of employees either don't know their strengths or are unable to apply them in their current jobs. This is unfortunate, because employees who set goals based on their strengths are more than seven times more likely to be engaged in their work and therefore much more likely to be high performers. Identifying the strengths of each employee can be difficult, and often even individuals don't know how to describe what they do best. Gallup has developed an assessment, the Clifton StrengthsFinder, that provides a starting point for identifying specific personal strengths. But employees need to know more than just what their strengths are. They also need to know how to use what they've learned about their strengths at work. And that’s where strengths-based development comes in. Strengths-based development programs offer significant financial benefits to organizations. In Gallup’s work with clients around the world, it has become clear that these benefits hinge on whether employees can apply what they learn about themselves to their everyday tasks. The most basic and crucial aspect of this developmental process is learning how to set goals and expectations based on strengths. Done correctly, a strengths-based goal-setting process clarifies what the organization means by success and whether each employee is achieving it. Employees who intentionally apply their strengths to their work

increase the odds of their success. And when these employees are working at their best, they show their colleagues and managers what to expect from them. This approach also helps build the positive emotional connection between employee and manager that is a necessary precursor to employee engagement. And it helps managers understand how to motivate their team members. It's one thing for employees to know what they do well; it’s another thing entirely to do it to the best of their abilities every day. Helprin has found that performance reviews that start with a list of strengths, rather than a year of notes and observations, are much more personal and accurate. This approach accomplishes more than helping her direct her team's performance. It also shows that she understands each person individually, which, says Helprin, “makes employees feel seen and understood. That level of specificity is helpful to me; [it helps me] guide my employees to use their talents and skills. But it's also great from an employee perspective to know that your manager gets you.” Learning about strengths is a journey. It may start with an individual, but it often becomes a team effort accomplished by employees, managers, and organizations. Once the journey has begun, everyone involved can learn about each other's capabilities and build on what they know. Then they can set the goals and reach the milestones that help organizations succeed. ■

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JIM ASPLUND is Chief Scientist, Strengths-Based Development and Performance Impact Consulting, with Gallup. He is coauthor of Human Sigma: Managing the Employee-Customer Encounter. Nikki Blacksmith is a Research Manager for Gallup. This article was reprinted with permission from the GALLUP Management Journal®, a publication of the GALLUP, Inc.

1 Describe what each employee

is supposed to accomplish, not

how he or she is supposed to

accomplish it. Don’t explain

expectations as a process or set of

steps; explain them in terms of the

outcomes the employee needs to

achieve to reach organizational goals.

2 Get to know each employee’s

greatest strengths. Then,

discuss how employees can

use their unique strengths

to achieve expectations. This also

helps managers understand the

specific ways an employee will

produce exceptional results. There is

rarely only one way to accomplish a

task. Freeing employees to use their

strengths to achieve key outcomes

can help them find more efficient

ways to meet expectations.

SO WHAT IS THE BEST WAY TO COMMUNICATE EXPECTATIONS TO EMPLOYEES?


The last three years have marked unprecedented change for luxury brands and how they secure loyalty from their customers. In the hotel business, flawless customer service, delivered consistently from location to location, has long been Four Seasons means of drawing customers to our hotels and retaining them. That hasn’t changed, but today, we’re doing so in a completely different environment. At the same time as the global financial crisis caused consumers to scrutinize the companies they do business with more thoroughly than ever before, new technologies gave them the tools to interact with businesses in new ways. The ever-increasing prevalence of social media, mobile and

tablet commerce has changed the way we shop, and enhanced our communication capabilities in ways we never imagined just a few short years ago. As it turns out, luxury consumers are at the forefront of this revolution.

CONNECTED: THE WEALTHY HAVE EMBRACED TECHNOLOGY MORE THAN ANY OTHER GROUPPeople who are defined as affluent and wealthy in America* are most likely to own a mobile device or tablet and integrate the technology into their day-to-day lives (see sidebar on next page). This new world where consumers can dial up reviews and recommendations in an instant, compare prices,

82% of luxury consumers agree that the companies they do business with could do a lot more to earn their loyalty.

By Susan Helstab Executive Vice President Marketing, Four Seasons Hotels and Resorts

BRANDLoyalty agein the DIGITAL


57% OF THE WEALTHY HAVE THE LATEST GADGETS

or share their experiences with the click of a button, means companies need to work harder for their business. Loyalty becomes much more elusive when a Facebook posting by a trusted friend can change the mind of a lifelong customer in an instant. Not only do luxury consumers want to transact with a brand, they expect to build a relationship. They want to be courted by a brand and rewarded for their loyalty. They want to know we offer intrinsic value, and they expect our interactions with them to be highly personalized to meet their specific needs. When they “follow” or “like” us they are sending a signal to their influential network that we are worthy of their attention. They also expect us to live up to their high expectations in everything we do.

KEEPING THE PACE: HOW BRANDS CAN SUCCEED IN A TECHNOLOGICAL WORLDCompanies that choose to ignore the sea of change in customer behavior driven by technological advancement will fail — simple as that. The way to cope with the change around us is to embrace it and stay relevant. At Four Seasons, we have completely revamped our marketing strategy over the past few years, reducing focus on traditional tactics such as print advertising and pouring our energies into digital. We are now touted as a leader in digital marketing for our ability to identify the channels our customers are using and offering them an experience virtually that echoes the experience they have when they stay with us. It is at once engaging, inspiring, and compelling, and it’s good for business. 2012 year to date, we’ve experienced a nearly 70 percent increase in our iPad revenues alone.

EMBRACE CHANGE: OPPORTUNITY ABOUNDS WITH THE RIGHT DIGITAL STRATEGYOur internal research at Four Seasons tells us that an astounding 82 percent of luxury consumers agree that the companies they do business with could do a lot more to earn their loyalty. Whether you’re in the luxury business or not, attracting consumers and making them lifelong followers of your brand is a persistent goal. Even though social media and new technology have changed the game a little bit, the opportunities for success are far greater than in the past. With your customers connected to networks of people who are generally just like them, they offer a unique opportunity to reach new prospects. Brand followers can become brand evangelists if you engage them effectively. Even when mistakes are made, our new digital world gives us the opportunity to respond, to the masses, immediately. In Four Seasons' experience, our responses to mishaps quite often earn as much praise as the positive experiences we offer our guests. Making the most of digital innovation is a matter of choosing the right platforms and engaging your consumer in an authentic “conversation.” Decide with your team what social channels are most relevant to your business and find meaningful ways to employ

them. Be flexible and shift your strategy when things don’t work the way you’ve planned.

And have fun — social media is just that, social, so encourage your employees to have a voice and allow them the freedom to bring your brand to life.

*The Affluence Collaborative — those with an annual income of at least $200,000 are considered affluent and $500,000 and up, wealthy.

Wealthy + Tech SavvyAccording to a study by market research think tank, The Affluence Collaborative, 57% of the wealthy stated they like to have the latest gadgets and be in the know about emerging technology, compared to only 18% in the general population. 72% of the wealthy are active Facebook members. They’re also using Twitter more often: Twitter usage increased by 350% year over year in 2010 and is expected to continue at this rate of expansion through this year. Consumer research group, The Luxury Institute, states that one-third of wealthy consumers own a tablet or e-reader.

2012 Four Seasons Luxury Trend Report

Four Seasons Hotels and Resorts

Say “hello” to our little friend. The PerformanceSuite App®. ITAGroup’s enterprise-ready solution for integrated cloud incentive strategies. The app is fully integrated with Salesforce, allows for instant recognition and reward (even globally), and provides valuable reporting functions like budgets, workflow approval, and taxation support.

Let’s take a deeper look at how PerformanceSuite App is turning heads in the salesforce.com world.

No more data transfer. PerformanceSuite App is fully integrated. This eliminates the headache of manually transferring data from other websites or internal systems — saving time and money. No need for multiple passwords and usernames either. Operating the app through Salesforce, you get quality, reliable data. You can also communicate and build program excitement through Chatter and other digital techniques.

There’s no question salesforce.com is one of the most powerful CRM solutions out there. It’s revolutionizing the way companies are selling these days. But there’s something missing. What if you could utilize Salesforce to incent, recognize, reward, and build valuable loyalty too?

Loyalty –Just the Right Touch


“The bulk of expense and dirty work in developing program websites lies in manual, custom data integration,” said David Reisner, ITAGroup’s Director of Strategic Design and Integration. “With the PerformanceSuite App®, this is a thing of the past! Integration occurs immediately within Salesforce.”

Increase adoption — no excuses. For so many companies on Salesforce, adoption is one of the biggest pain points. Salesforce only works if you’re using it. The PerformanceSuite App can access nearly the entire Salesforce instance, no matter what component of Salesforce you’re currently utilizing. And as you implement new features in Salesforce, you can launch programs for your management team to speed adoption of those new capabilities.

You can also get your management hierarchy engaged and invested in your program’s success by making them accountable for reviewing, approving, denying, and awarding program points.

“Adoption is also the resolution to the quality data issue,” said Reisner. “The dirtiest data is no data at all. Getting your team engaged and utilizing Salesforce means cleaner, more reliable data.”

Manage your spend. Incentives are all fun and games. Until someone loses an ROI. Not going to happen with PerformanceSuite App. You can utilize functions and features already at work in Salesforce. Like custom reports. Monitor your incentive dollars. Track participation. See measurable activity. Follow redemption. See your spend and analyze ROI at any time.

Make program changes on the fly. You can create and launch an incentive in minutes using PerformanceSuite App. Choose from eight standard incentive structures, or create your own to target your company’s specific challenges. You aren’t tied to a structure if it’s not working for you. Make necessary program changes or adjustments along the way to get results you want.

Extend the reach of your awards. PerformanceSuite App gives you global fulfillment capabilities. The app empowers employees to shop, order awards, and set up delivery anywhere in the world. Even better, ITAGroup will take it from there — handling fulfillment, so you can stay focused on higher-level objectives.

“The next generation of PerformanceSuite App includes new promotion types, improved reporting capabilities and more award options,” said Reisner. “ITAGroup is also looking to validate integration with other apps as part of our clients’ Salesforce usage — like Rypple, Veeva, Chatter, and Service Cloud. We are in constant pursuit of new partnerships and innovations regarding the app — with the ultimate goal being to drive loyalty in organizations.”

The new PerformanceSuite App from ITAGroup lets you create performance initiatives in minutes and adjust them as needed, monitor adoption, engage your sales team, and manage your spend. The end result? Increased revenue. Powerful behavioral change. And more loyal connections to your employees, customers and prospects. All that, using the Salesforce CRM you’ve already invested in. How PSuite It Is! ■

Put PerformanceSuite App to work for you on Salesforce. We’re happy to show it off. Ask us for a demo.

(800) 600.4295 [email protected] | www.ITAGroup.com AppExchange – www.appexchange.com

PerformanceSuite® App

PerformanceSuite® App

Loyalty –


“The bulk of expense and dirty work in developing program websites lies in manual, custom data integration. With the PerformanceSuite App, this is a thing of the past! Integration occurs immediately within Salesforce.” — David Reisner


// COVER STORY

PHO

TOG

RAPH

S BY

DEA

N TA

NNER

/ PR

IMAR

Y IM

AGE

Employee engagement is not one-size-fits-all.For the first time ever, companies are looking at four generations in the workplace. Traditionalists are sharing the board room with Gen Xers. Baby Boomers are reporting to Millennials half their age. This is corporate America. Better get used to it.

That means employee engagement is anything but vanilla. It’s more like Neapolitan… with sprinkles. So how do you go about keeping four distinct generations engaged and productive? How do you reward and recognize them? Time to think beyond the gold watch.

“The very thing companies love about having a diversely experienced work force is exactly what troubles them when it comes to engagement,” according to ITAGroup Senior Business Development Manager Dr. Jacalyn Kerbeck. “Each generation brings a different skill set and work style to the table.”

FOUR GENERATIONS IN THE WORKPLACE.

NOW WHAT?


TRTRADITIONALISTS

MLMILLENNIALS

BBBABY BOOMERS

GXGENERATION X


TRADITIONALISTS [ BORN IN 1945 AND BEFORE ]

• Survived The Great Depression• Saw the emergence of the silver screen• Witnessed Pearl Harbor and the Korean War• Lived during the golden age of radio

Traditionalists tend to view work more as a privilege than a right. They have a strong respect for authority and tend to put work before play. They like to keep things formal and are big believers in the American Dream. Show them you value their experience. This group is motivated by tangible awards with high perceived trophy value. Nothing real flashy. They derive satisfaction from industry or company recognition or prestige. Intangible awards, such as promotions or the ability to teach or mentor others, tend to resonate. Verbal recognition carries more weight with this group.

BABY BOOMERS [ BORN BETWEEN 1946 AND 1964 ]

• Grew up with the optimism of President John F. Kennedy • Witnessed the assassinations of JFK, his brother Robert

F. Kennedy, and civil rights leader Martin Luther King, Jr. • Attended Woodstock• Marched in the civil rights movement• Cheered the Beatles on to superstardom• Saw the role of women in society expand before

their very eyes

For Boomers, work is a place to prove themselves — they aren’t strangers to long hours and hard work. But they expect recognition for time served. Peer recognition works — like their name and photo on a “wall of fame” or the company website. They like titles, public recognition, and ceremonious awards. Service awards, for example, still mean something to Baby Boomers because they demonstrate loyalty in terms they believe in — time.

Boomers tend to be more materialistic. They want luxury awards they can tout. Incentive travel is also a great way to reward this group of empty-nesters. But it’s best if you take them to a five-star property.

GENERATION X [ BORN BETWEEN 1965 AND 1980 ]

• Saw rising divorce rates and the growing dependence on daycare

• Witnessed AIDS become an epidemic• Watched the Challenger fall from the sky • Saw the Berlin Wall come down• Mourned the loss of Princess Diana• More likely to change jobs

Gen Xers represent 30 percent of the work force. This group is more guarded about their loyalty. They’ve learned there are no guarantees. Don’t bother with cash to reward them. Invest in them instead, with additional off-site training or skill-based activities. They seek flexible work schedules, and extra days off here and there. Not huge fans of rigid schedules and dress codes, Generation X is credited with inventing flex scheduling and casual Fridays. Tangible preferences include merchandise awards that the family can enjoy and technology to make life easier. Trips are great, as long as they are family-friendly and include a little adventure.

“Generation X was strongly impacted by what happened to their parents,” says Jaimee Chism, ITAGroup employee loyalty practice area leader. “They saw their parents putting in long hours and weekends at work, resulting in minimal family time. The golden ring was the idea that a job was for life, but that did not always materialize. So we witnessed a generational shift in values — the expectations for a career changed, as did acceptable work/life balance.”

THE FACE OF TODAY’S WORK FORCE

PEOPLE RESEMBLE THEIR TIMES MORE THAN THEY RESEMBLE THEIR PARENTS. — Arab proverb

Who they are and how to reach them.


TRTRADITIONALISTS

BBBABY BOOMERS

GXGENERATION X


MILLENNIALS [ BORN BETWEEN 1980 AND 2000 ]

• Have no memory of a time without electronic devices

• Overbooked youths with numerous activities• Saw the rise of terrorism• Dealing with social unrest• Love entertainment• Inclined to volunteer, want to make a difference• Environmentally aware

This generation started clicking a mouse at about age 5. They have high expectations and are globally “connected.” Disappoint them and they’ll let everyone know about it. But they are a very socially responsible group. Environmentally concerned too. They want to work for companies making a difference. They value teamwork and love team rewards. The best way to motivate them is with flexibility, a cool workspace, and green ways to give back. Tangible items that really matter include retail and dining discounts, and tickets to events. They also love technology that keeps them connected. But you better make sure it’s the latest and greatest.

Understanding the unique characteristics of each generation — the events and people who have shaped their thoughts and beliefs — will give you great insight on how to inspire them to perform.

THINK YOU CAN’T PLEASE EVERYONE? FIND A WAY.Engagement matters. It drives valuable loyalty, creating the perfect environment to recruit and retain quality people.

“Keeping employees aligned with your organization’s goals, passionate about their work, and truly behind your brand will move your company into the future,” said Kerbeck.

Everyone, no matter their age, wants to feel valued and appreciated. They simply want to be relevant, even though people might define that relevance in a uniquely personal way. Companies taking the time to truly understand and speak to that will experience greater success as an organization. For generations to come. ■

MLMILLENNIALS

COMPANIES WITH HIGHLY ENGAGED EMPLOYEES HAVE A STRONG TENDENCY TO OUTPERFORM ORGANIZATIONS WITH LESS ENGAGED WORKERS. ENGAGED EMPLOYEES WERE MORE LIKELY TO PRODUCE HIGH-QUALITY PRODUCTS AND SERVICES, AND MEET CUSTOMER NEEDS. - Towers Perrin


The multi-generational workplace of today brings new challenges in office design and furnishings. A study by Knoll Workplace Research — an arm of Knoll, Inc., a leading manufacturer of office furnishings — looks at how each generation views the work experience and how to furnish and provide features that matter to all. The study uses Millennials to predict the office of the future, as this generation will represent over 50 percent of the work force by 2020.

ITAGroup thanks Saxton, Inc., Des Moines, Iowa – experts in strategic space solutions – for the photo settings used in this story. Saxton believes in thinking into the future when it comes to solving facility and furniture challenges in today's workplace. They create work environments that are specifically aligned with an organization's goals and objectives.

Learn more at Knoll.com. Find Knoll products at Saxton – www.saxtoninc.com.

ENGAGING SPACES

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0% Engaging Safety and Support for Physical Acoustic Quality of Workplace Security Casual Interaction Comfort Privacy Meeting Spaces

Millennials

Gen X

Baby Boomers

Traditionalists

Generations speak up about their ideal office setting.


// AWARDS FOR EVERY GENERATION

Awards — How to hit the generational motivation jackpot.Four distinct generations populate today’s work force. Motivating them can get complicated. But when it comes to awards, the answer is simple. Choice. Your people know best what they want and how hard they're willing to work for it. Making performance personal is the right thing to do for any generation.

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Awards for every generation

➊The NIKE+ SPORTWATCH GPS POWERED BY TOMTOM is designed to be simple and intuitive with only three buttons and a Tap Screen for navigation. During the run, the new Nike+ Sport-Watch GPS captures location information while showing runners their time, distance, pace, and calories burned on an easy-to-read screen.

➋With the SONY BLOGGIE LIVE HD CAMCORDER, a Full HD MP4 pocket camera with a built-in Wi-Fi, you will be able to share your life as it happens. Shoot and share events online as they unfold in real time, and store hours of video in its 8GB memory. Upload wirelessly to social networking sites with ease.

➌Movies, TV shows, magazines and children's books come alive with the AMAZON KINDLE FIRE. Over 1 million books, magazines and newspapers to choose from, plus movies and TV shows to stream, download, purchase or rent. Play your favorite apps and games. Stream your music library from Amazon Cloud Drive or download to your device and listen offline.

➍Committed to giving music enthusiasts the best in sonic performance, BEATS BY DRE SOLO HD ON-EAR HEADPHONES give you a high-definition sound experience.

➎With a pair of JILCO DIAMOND BEZEL EARRINGS, you can look spectacular day and night. No look is complete without a pair of beautiful bezel-set 1.00twt, 14kt white, round, brilliant-cut diamond earrings.

➏The KITCHENAID 5 PLUS SERIES BOWL-LIFT STAND MIXER'S direct drive transmission and wide bowl capacity supply this mixer with the powerful ability to mix large batches of heavy batter and dough. This white-on-white mixer features the PowerKnead Spiral Dough Hook and a 5-quart polished stainless- steel wide bowl with handle.

➐EXOTIC DESTINATIONS are perfect at any age! Travel by Design gets you there. Air, hotel, rental car, events/activities and so much more. They handle the details — now that’s a dream vacation.

➑ADAMS A12OS SENIOR COMPLETE SET-RH Everything you need to hit the golf course is in the bag with the Idea a12OS Senior 13-Piece Integrated Set. Two fairway woods, wedges, a 460cc driver, a mallet putter, and lightweight cart bag.

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// BOOK REVIEW

This is the ultimatelesson of trueleadership. ABOUT THE BOOK: We should all strive to exhibit leadership qualities in our lives — personal and professional. And as leaders, we have a deep responsibility to ensure we are elevating our team members and families to a higher place. From time to time, the event management leadership team at ITAGroup selects a book to read that supports our role as motivators and mentors. We spend time discussing the message and how we might be able to apply the lessons

learned. I selected Greater Than Yourself (GTY), and it appealed to the entire group. It was a fast read, and the message was simple: Give of yourself to elevate others, and raise

yourself in the process. Living greater than yourself is natural and easy in our personal lives. As parents, we are exuberant when our children succeed at something they have worked hard to achieve. We are far happier with their success than our own. This book guides us to realize that if we take this same approach to the workplace, extraordinary things can happen. The book uses the popular concept of “paying forward” good deeds and positions

it in relation to leadership skills. This concept is applied to all team members, whether we are in sales, management, part of a collaborative team, family or friend. The

book suggests selecting one person — inside or outside of the workplace — and working to make them greater than yourself. But, to give to others around you, you must also be willing to expand yourself and call on the greatness within you.

WHAT I LIKED ABOUT THIS BOOK

» It was a really quick read.

» The message was communicated via a story.

» Brilliantly simple concept and very impactful message that can be applied in personal and professional life.

WANT MORE INFORMATION?Check out these related titles:

RADICAL LEAP BY STEVE FARBER: An extreme leader is one who cultivates love, generates energy, inspires audacity, and provides proof.

THE DREAM MANAGER BY MATTHEW KELLY: Another business parable, this book shows how companies can achieve remarkable results by helping their employees fulfill their dreams.

THE FIVE DISFUNCTIONS OF A TEAM BY PATRICK LENCIONI: The author uses a business parable to explore the complex world of teamwork and offers powerful and actionable steps to improve it.

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ABOUT THE REVIEWERMary Z. Bussone is Senior Vice President of Event Management at ITAGroup.

“Truly great leaders in life become so because they cause others to be greater than themselves.” — Steve Farber

FPO

Your Next Incentive Program…

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Tweet it.Post it.Game it.

Display it.Love it.

ENGAGE. EXCITE. EMPOWER. Do it all with a creative, cross-media strategy from ITAGroup’s Marketing Communications Department. We’ll create your compelling program campaign and deliver it the right way at the right time.

Strong Communications. Strong Program. Meet us in the middle. 800.257.1985 www.ITAGroup.com

OUR CAPABILITIES AT A GLANCE. Creative Direction» Campaign Strategy» Copywriting» Graphic Design

Electronic Media» Web Design» Flash Animation» Gamification» Video Production» Text and HTML

Development» Social Media

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