Pokorny can't get no satisfaction 30-10-2012 -final
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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, ...

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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  • In late 2011, Maritz Motivation Solutions conducted a poll. When asked to respond with their agreement with this statement: “I am rewarded and recognized for my work performance in ways that are meaningful to me.” Only 45% agreed.Less than half of the participants in our reward and recognition programs feel rewarded and recognized in meaningful ways… not such a good number.
  • Do you know how satisfied your employees are with their reward and recognition programs?Yes, we regularly survey employees for this feedbackYes, by word of mouth or other anecdotal meansYes, by proxy of participation levelsNo, couldn’t tell ya
  • The study confirmed a strong relationship exists between employees who feel meaningfully recognized and greaterengagement indicators. Statistics include:
  • Findings are in line with an annual Engagement Poll conducted by Maritz’ research company, that showed again in 2012 top line engagement scores more than double when an employee is consistently and meaningfully recognized. We are more emotionally committed to our work when well recognized and rewarded
  • And when formal, structured recognition programs are in place in organizations, here are some numbers worth paying attention to: Companies can enjoy….
  • But again, our study showed that only 45% of employees are happy with their programs. What’s the impact of that? Let’s just single out productivity, which the SHRM study found could be as much as 63% higher in organizations that effectively recognize employees.
  • Assumptions: an organization with 1000 people, and if average 45% are meaningfully rewarded and recognized, that’s 450 employeesBenefit = Additional productivity or discretionary effort of motivated employee is 20 hrs (2.5 days) over 1 yearValue of Benefit assumes 2000 hours or 250 days of work, divided by $50,000 avg. salary = $200/day. $200 x addtl 2.5 days= $500 value x 450 employees = $225K$200 x addtl 2.5 days= $500 value x 1,000 employees = $500KTotal Program Costs = ½% (.005) of salary where avg. salary $50K/year for 1000 employees or $250/employee
  • Assumptions: Larger the company, larger the missed potentialTotal Program Costs= ½% (.005) of salary; avg. salary $50K/year for 10,000 employees or $250/employeeBenefit = Additional productivity or discretionary effort is 20hrs (2.5 days) of over 1 yearValue of Benefit assumes 2000 hours or 250 days of work, divided by $50,000 = $200/day. $200 x addtl 2.5 days= $500 value x 4,500 employees = $2.25M$200 x addtl 2.5 days= $500 value x 10,000 employees = $5M
  • We don’t want any part of that, right? How do we know what is and what’s going to work?
  • Start with great new, the latest insights into human motivation and forces at play in the world today.
  • Begs the question…Poll: Are you experiencing more interest from people in collaborating, are you feeling the impact of globalization and an interconnected world, and do you sense more value being placed on creativity and a desire to impact others/society?YesSome, but not allNot reallyNot sure
  • Data tells us that reward and recognition program experience and practices can have a big impact on engagement and business outcomes … But we need to REFRAME, think differently to create these program experiences going forward. Centered and aligned around both organizational and individual purpose and values. Programs that Reward and Recognize, and that also incorporate Engagement and Community strategies enabling collaboration and expression.
  • In the context of employee reward and recognition programs that means we need to know…. and engagement is really about an emotional connection, so we have to learn more about what people care about, how they feel, what they value
  • In the context of the study results I’ve mentioned I’m going to share additional results and insights. Here’s the back drop on the survey….We ascertained personal values based on the Schwartz values inventory and some proprietary segmentation.
  • Important to start with values because what is represented here, Red through green layers are really the “filters” employees subconsciously and consciously use before they notice, pay attention to, form an opinion about and act on a stimulus (messages, offers, rewards, etc.—your program tactics, per the gray arrows).
  • Self direction and stimulationLearning and trying out new things– clearly highly rewarding and a driverMessaging – include me… don’t just talk to me or tell me. Energize me.
  • security and traditionBalance risk and reward, less likely to want to lead, rather be a contributorVery family orientedMessaging: make me feel safe and secure
  • Universalism and BenevolenceMost in touch with a sense of or drive for self transcendence, want to pay it forwardEnjoy social, cultural experiencesMessaging: sincerity, authenticity, prefer face to face
  • Achievement andPower Veryfocused on self enhancement, statusMessaging: How am I doing, tell me something that can help me be more successful, give me the facts
  • I think this may have to do with the fact that our programs tend to be geared toward the kinds of structures which appeals more to this group – a Driven to compete and win or earn, often more top performer or top tier based reward and recognition. But they are only ¼ of the employee population, and those types of programs only impact a small percentage of employees. So this indicates the importance and need for up to expand or broader or tailor communications, program structure, social/community elements and rewards to more effectively appeal to and engage the other employee segments. More effectively address why different employees want to participate or earn a reward.
  • Not surprising, most respondents perceived their company was Driver valueOrg value impacts engagement… even when different than personal valuePioneer – self-direction, stimulation… what’s nextAltruist – universalism, benevolence… want to make a difference
  • partially driven by a greater portion of younger people being Drivers (and more companies are seen as Driver).  
  • Engagement measures are higher when feeling meaningfully rewarded & recognized is higher, yes (is a relationship). While I know your wording supports your point/positioning, and not saying to change, realize that doesn’t mean (from the research) that meaningful rewards/recognition causes and increase in engagement. (It’s that “correlation” vs. “causality” issue.) Same thing on third bullet.
  • Most people would love to be recognized by senior management, but nearly a third prefer to be recognized by their manager…. And satisfaction a manager’s efforts at recognizing is highly correlated with engagement.
  • Cool information, what do we do with it? Some good, general insights included:
  • Just evaluating and expanding reward options can have great impact.Note: A pharmaceutical client added peer to peer, points-based recognition and grew participation to 95%.
  • After numerous recognition and sales incentive programs the client wanted to learn more about what drives representatives who were newly asked to up-selland cross-sell.Scored lower than reference market in “my company clearly communicates reward and recognition opportunities…”Drivers, Altruist and Pioneers represented like 76% of pax.  So, for the call center programs, we recommended balanced scorecard approach with both individual and team earnings. Overrides for mgrs.  Competition with other centers. Better comm. Sweeps only for fun, not earning opportunity.
  • Reach more of your people with the right messages aligned with their values – and expression of your company valuesImprove engagement through the right program structure and elementsReward and recognize your people in more personally meaningful ways In doing so, you enrich their employee experience– in turn they will listen, engage and delivergreater financial results for your business

Pokorny can't get no satisfaction 30-10-2012 -final Presentation Transcript

  • 1. Michelle Pokorny Solution VP – Employee Engagement and Recognition HR.com webcast, October 30, 2012“I Can’t Get No… Satisfaction!” Proprietary and Confidential © 2012 Maritz
  • 2. Employee Insight Study of Over 1000 U.S. Employees Conducted by Maritz (October 2011) Proprietary and Confidential © 2012 Maritz 1
  • 3. How Are Doing?Quick Poll… Proprietary and Confidential © 2012 Maritz 2
  • 4. Impact of Meaningful Reward and RecognitionOf those who do feel Of those who do not meaningfully Engagement Indicators feel meaningfully rewarded & rewarded & recognized recognized 82% would strongly endorse my 27% company to friends and family as a great place to work 82% feel their workplace is a 30% great place to work. 86% would stay with their current 44% company if given the chance to do the same work at the same pay for a different company. 86% feel motivated to go 40% beyond my formal job responsibilities to get the job done. Employee Insight Study of Over 1000 U.S. Employees Conducted by Maritz (October 2011) Proprietary and Confidential © 2012 Maritz 3
  • 5. When Consistently and Meaningfully Recognized,2012 Maritz Engagement Poll Top Line Engagement Doubles Proprietary and Confidential © 2012 Maritz 4
  • 6. 1 2012 SHRM2 2011 BlessingWhite Employee Engagement Report3 2011 Aberdeen Group, “The Engagement/Performance Equation” Proprietary and Confidential © 2012 Maritz 5
  • 7. What‟s the Impact of Programs? Proprietary and Confidential © 2011 Maritz 6
  • 8. Current Impact Potential Opportunity450The Number of Employees who 1,000 The Number of Employees whofeel meaningfully rewarded and feel meaningfully rewarded andrecognized. recognized. $225K Benefit $ 500K Benefit $250K Cost $ 250K Cost $-25K Net Impact $ 250K Net Benefit (Benefit – Cost) (Benefit – Cost) $275K Missed Potential Proprietary and Confidential © 2012 Maritz 7
  • 9. Current Impact Potential Opportunity4,500The Number of Employees who 10,000 The Number of Employees whofeel meaningfully rewarded and feel meaningfully rewarded andrecognized. recognized. $2.25M Benefit $5.0M Benefit $2.5M Cost $2.5M Cost $-250K Net Impact $2.5M Net Benefit (Benefit – Cost) (Benefit – Cost) $2.75M Missed Proprietary and Confidential © 2012 Maritz 8 Potential
  • 10. How Do We Know to People? 9
  • 11. Deeper Insights into HumanMotivation and Forces at Play Proprietary and Confidential © 2012 Maritz 10 Proprietary and Confidential © 2012 Maritz 10
  • 12. A bridge between the latesthuman science research and the new normal of today’s business environment. Proprietary and Confidential © 2012 Maritz Proprietary and Confidential © 2011 Maritz 11
  • 13. People Principles People are rational and emotional. People are individual and social. People are driven by multiple motivators. Proprietary and Confidential © 2012 Maritz 12
  • 14. People Are Driven By Multiple Motivators acquire bond Drive to acquire Drive to engage, stuff, status, cooperate, “fit in”rewards, resources to the community choice Drive to defend „what‟s ours‟: Drive to “create”status, stuff, ideas, better self, team, relationships… organization, world defend create Based on the work of Paul Lawrence and Nitin Nohria at Harvard Business School ©2012 The Maritz Institute. All rights reserved. Proprietary and Confidential © 2012 Maritz 13
  • 15. The Proprietary and Confidential © 2012 Maritz 14
  • 16. Forces at Play• Age of participation and collaboration Proprietary and Confidential © 2012 Maritz 15
  • 17. Forces at Play• Age of globalization Proprietary and Confidential © 2012 Maritz 16
  • 18. Forces at Play• Age of creative society and human spirit Proprietary and Confidential © 2012 Maritz 17
  • 19. Thrill-seeking Community Freedom Novelty Meaning PassionEXPRESSION Collaboration Authenticity Experimentation Self-expression Challenge Competition Materialism SUCCESS Ambition Achievement Prestige Action Independence Recognition Thrift Authority Acceptance SECURITY Heroism Tradition Protection Conformity Proprietary and Confidential © 2012 Maritz 18
  • 20. EXPRESSION Proprietary and Confidential © 2012 Maritz 19
  • 21. Do you Sense This Shift and These ForcesQuick Poll… Proprietary and Confidential © 2012 Maritz 20
  • 22. Employees are People First Proprietary and Confidential © 2012 Maritz 21
  • 23. New Science, New Shift, New Approach Proprietary and Confidential © 2012 Maritz
  • 24. Programs as Places of Engagement customer Express Success Security Purpose Express & Values Express Success Success Security Securityemployee channel Proprietary and Confidential © 2012 Maritz 23 Proprietary and Confidential © 2012 Maritz
  • 25. Deeper Participant Understanding Intentions What do I Behaviors plan to do? What did I do? Attitudes How do I feel? How do I feel? Impact Awareness What was the benefit to me and others?What am I aware orknowledgeable of? VALUES & GOALS Proprietary and Confidential © 2012 Maritz 24
  • 26. What areValues 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 Proprietary and Confidential © 2012 Maritz 25
  • 27. 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) – Engagement1- Based on Schwartz Values Inventory and Model of Motivational Values profiles– proprietary segmentation Proprietary and Confidential © 2012 Maritz 26
  • 28. timingtheme message method reward rules What‟s important to me as a person What‟s motivating to me in a program What I think of the company and environment My past program experience with you If it “gets through” my filters, my reaction to the stimulus: I notice it I form an attitude about it I intend to act on it I act on it It positively influences my engagement 27 (as an employee) Proprietary and Confidential © 2012 Maritz
  • 29. Proprietary and Confidential ©© 202 Maritz Proprietary and Confidential 2012 Maritz 28
  • 30. Primary Value Segments for U.S. EmployeesThe Drivers 24% The Stabilizers 33%Onward and Upward Stay the CourseAchievement and Power Tradition, Security and ConformityThe Altruists 17% The Pioneers 26%Make a Difference What’s Next?Universalism & Benevolence Self-Direction and Stimulation N=1007 responding to a Motivation Study of Over 1,000 U.S. Employees, Conducted by Maritz (October 2011) Proprietary and Confidential © 2012 Maritz 29
  • 31. Pioneer Preferences 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/CreateI am self-directed and enjoy freedom, • I enjoy learning in a broad range of areas notflexibility, taking risks, variety and choice limited to my job • I seek opportunities to learn as a source ofI would like an opportunity to create my own stimulationprogram. If I am given a goal, I want total flexibility • I like to create new ideas, ways of doing somethingin how to achieve it and enjoy art, writing and self-expressionCommunications Rewards• Ask me, include me, don’t tell me. Show me you • Give me plenty of reward choices value my input • I find opportunities to contribute ideas on special• I like messages that convey partnership and projects, strategic planning and service projects are positive, pragmatic, authentic, rewarding individualized & energetic • Learning opportunities are also viewed as rewards Proprietary and Confidential © 2012 Maritz 30
  • 32. Stabilizer Preferences 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 successI appreciate programs that allow me to contribute to Learn/Createsuccess that are clear and balance risk and • I seek opportunities to participate in events--reward. creating traditions and storiesI would like team recognition to keep good • I like the opportunity to provide input & contributerelationships vs. competition. but may not leadIf I am given a goal or objective, I want the rules tobe clear Rewards • I find experiences that can be shared with myCommunications family very rewarding• My confidence is higher when a business • Increased learning opportunities are also viewed as strategy is in place and communicated rewards• I want frequent communication and • I like special non-expected perks like baseball feedback tickets or hockey tickets• I like communication in all forms and would rather be over communicated vs. under Proprietary and Confidential © 2012 Maritz 31
  • 33. Altruist Preferences • 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 environmentsI am rewarded by personal acknowledgement, • I want to choose opportunities to learn and notpersonal time and the ability to ”pay it be assignedforward”. I like the opportunity for unique • I like interesting projects that are innovative andlearning and cultural experiences meaningfulI would like an opportunity to create my ownprogram Rewards • I appreciate the ability to choose on service andCommunications recognition awards• Be transparent, share the facts & admit • I enjoy time off with my family as a mistakes reward• I like face-to-face messages that are sincere and authentic Proprietary and Confidential © 2012 Maritz 32Social
  • 34. Driver Preferences 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 challengedI am success-minded and motivated by • I enjoy sharing knowledge/storiescompetition and being challenged • I seek relevant knowledge to make me smarter and more successfulI am rewarded by receiving high-profile • I like to create and learn in smaller groupsprojects, public recognition and status RewardsI want to choose my own goal and challenge structure • Give me my choice of reward • I find opportunities to contribute ideas on specialCommunications projects, strategic planning and service projects• I appreciate frequent feedback on how I am doing rewarding• Tell me how I can be more successful • High profile projects are also viewed as• Challenge vs. tell me rewards• I like fact-based specific messages • I would not appreciate sweepstakes Proprietary and Confidential © 2012 Maritz 33
  • 35.  More often Manager and  More often non- C-Suite management  Most often 25-34; less  More often have Drivers often over 55 yrs.  More often consider their Stabilizers „predictable jobs‟ jobs as „part of their identity‟ No statistically relevant difference by gender, industry or income  Less often employed  More often remote full time workers  More often non-  More often full time management Pioneers  More often single/never married Altruists  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 Proprietary and Confidential © 2011 Maritz
  • 36. 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 The Drivers 24% Onward and Upward • Pioneers – 31% agree Achievement and Power• 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… Proprietary and Confidential © 2012 Maritz 35
  • 37. Key Study Insights• Respondents most often identified US Company Values Segment organizational value to be Driver.• Organizational value impacts employee engagement – Highest engagement with Pioneer or Altruist companies… even when employee holds different personal value. Proprietary and Confidential © 2012 Maritz 36
  • 38. 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 Of those with matching values MATCH ADJACENT OPPOSITE to their companies, more are in the under 35 age group 34% 32% 26% 25% 23% 25% 26% 26% 20% 16% 19% 29% <35 35-44 45-54 55+ Proprietary and Confidential © 2012 Maritz 37
  • 39. 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. Proprietary and Confidential © 2012 Maritz 38
  • 40. Engagement outcomes increase as leadership support for reward and recognition increases Mean ratings comparison: My company’s leaders express the importance of reward and recognition. 1 Strongly Disagree 2 Disagree 3 Neither Agree nor Disagree 4 Agree 5 Strongly Agree 5 4 3 2 15 E1_13 Overall, I am E1_14 I would be very happy E1_15 If I could, I would E1_16 I would strongly completely satisfied with my to spend the rest of my invest my own money in my endorse my company to job. career with my company. company. friends and family as a great4 place to work.321 E1_17 I look forward to E1_18 If I had a chance to E1_19 I am proud to work E1_20 My workplace is a E1_21 I feel motivated to go E1_22 I feel good about the coming to work every day. do the same work at the for my company. great place to work. beyond my formal job ways my company same pay for a different responsibilities to get the contributes to the company, I would stay here. job done. community. Proprietary and Confidential © 2012 Maritz 39
  • 41. 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. 1 Strongly Disagree 2 Disagree 3 Neither Agree nor Disagree 4 Agree 5 Strongly Agree 5 4 3 2 15 E1_13 Overall, I am E1_14 I would be very happy E1_15 If I could, I would E1_16 I would strongly completely satisfied with my to spend the rest of my invest my own money in my endorse my company to job. career with my company. company. friends and family as a great4 place to work.321 E1_17 I look forward to E1_18 If I had a chance to E1_19 I am proud to work E1_20 My workplace is a E1_21 I feel motivated to go E1_22 I feel good about the coming to work every day. do the same work at the for my company. great place to work. beyond my formal job ways my company same pay for a different responsibilities to get the contributes to the company, I would stay here. job done. community. Proprietary and Confidential © 2012 Maritz 40
  • 42. Importance of Direct Manager on Satisfaction and Meaningful R&R Three of ten employees most As satisfaction with direct manager’s effortsprefer recognition from their direct to reward and recognizes increases, all eight manager or supervisor. engagement outcomes (say, stay and strive) increase significantly. 5 Peers Direct 21% mgr. 4 30% 3 2 1 Strongly Disagree Neither Agree Strongly Senior Disagree Agree nor Agree mgt. Disagree 49% I am completely satisfied with my manager’s personal efforts to reward and recognize his/her employees. Proprietary and Confidential © 2012 Maritz 41
  • 43. Key Design Insights and ImplicationsCommunications• 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 strategyTraining• 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. Proprietary and Confidential © 2012 Maritz 42
  • 44. 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 Using Insight to motivating 30% of your people. Better Motivate – Add formal recognition in front More of Your of others and bump it up to People 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%! Proprietary and Confidential © 2012 Maritz 43
  • 45. 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 100% 90% Communications Gap as Compared with National Study Strongly Agree (5) 80% Agree (4) 70% 60% >19% 50% >6% >15% 13% 40% >5% 12% 7% 44% 14% 38% 8% 30% 8% 34% 6% 6% 30% 20% 27% 26% 24% 24% 10% 0% CLIENT MARKET CLIENT MARKET CLIENT MARKET CLIENT MARKETInsights:• 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. Proprietary and Confidential © 2012 Maritz 44
  • 46. Proprietary and Confidential © 2012 Maritz 46 46
  • 47. Recent Article “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 47
  • 48. Recent Article “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 48
  • 49. 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 49
  • 50. Thoughts?Questions? Proprietary and and Confidential2012 Maritz Proprietary Confidential © © 2012 Maritz 50
  • 51. @michpoko michelle.pokorny@maritz.com www.maritzmotivation.com/blog To share info on the study,maritzmotivation.com/employee-values-study Proprietary and Confidential © 2012 Maritz 51