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Michelle Pokorny                  Solution VP – Employee Engagement                            and Recognition            ...
Employee Insight Study of Over 1000 U.S. Employees Conducted by Maritz (October 2011)                                     ...
How Are   Doing?Quick Poll…               Proprietary and Confidential © 2012 Maritz   2
Impact of Meaningful Reward and RecognitionOf those who do feel                                                     Of tho...
When Consistently and Meaningfully Recognized,2012 Maritz Engagement Poll                            Top Line Engagement D...
1 2012 SHRM2 2011 BlessingWhite Employee Engagement Report3 2011 Aberdeen Group, “The Engagement/Performance Equation”    ...
What‟s the Impact of        Programs?                       Proprietary and Confidential © 2011 Maritz   6
Current Impact                              Potential Opportunity450The Number of Employees who                           ...
Current Impact                               Potential Opportunity4,500The Number of Employees who                        ...
How Do We Know                 to People?                              9
Deeper Insights into HumanMotivation and Forces at Play                           Proprietary and Confidential © 2012 Mari...
A bridge between the latesthuman science research and the new normal      of today’s business environment.                ...
People Principles People are rational and emotional. People are individual and social. People are driven by multiple motiv...
People Are Driven By Multiple Motivators                         acquire                                            bond  ...
The      Proprietary and Confidential © 2012 Maritz   14
Forces at Play•   Age of participation    and collaboration                           Proprietary and Confidential © 2012 ...
Forces at Play•   Age of    globalization                    Proprietary and Confidential © 2012 Maritz   16
Forces at Play•   Age of    creative    society and    human spirit                   Proprietary and Confidential © 2012 ...
Thrill-seeking       Community            Freedom               Novelty     Meaning       PassionEXPRESSION        Collabo...
EXPRESSION             Proprietary and Confidential © 2012 Maritz   19
Do you Sense This Shift and These  ForcesQuick Poll…                         Proprietary and Confidential © 2012 Maritz   20
Employees are People First                        Proprietary and Confidential © 2012 Maritz   21
New Science, New Shift, New Approach                           Proprietary and Confidential © 2012 Maritz
Programs as                        Places of Engagement            customer             Express             Success       ...
Deeper Participant Understanding                     Intentions                      What do I                 Behaviors  ...
What areValues are beliefs tied inextricably to emotion,not objective, cold ideas. They are…   –   a motivational construc...
Employee Values Study •    Insight Study of Over 1000 U.S. Employees conducted by Maritz in late 2011 •    Objective: unde...
timingtheme              message                                                                                        me...
Proprietary and Confidential ©© 202 Maritz  Proprietary and Confidential 2012 Maritz   28
Primary Value Segments for U.S. EmployeesThe Drivers 24%                                                     The Stabilize...
Pioneer Preferences                                                       Social                                          ...
Stabilizer Preferences                                                         Social                                     ...
Altruist Preferences                                               • I am interested in opportunities to meet face-to-    ...
Driver Preferences                                                       Social                                           ...
 More often Manager and                             More often non-                      C-Suite                        ...
Key Study Insights• Driver employees more often  completely satisfied with the  company‟s efforts to reward and  recognize...
Key Study Insights• Respondents most often identified    US Company Values Segment  organizational value to be Driver.• Or...
Key Study Insights• Employee value and company value were shared only 28% of  the time.   – When values are shared, higher...
Key Study Insights•   All engagement measures and overall    engagement index are higher when    employees are meaningfull...
Engagement outcomes increase as leadership support           for reward and recognition increases        Mean ratings comp...
Engagement outcomes increase as managers’ personal          efforts to reward and recognize increase      I am completely ...
Importance of Direct Manager on               Satisfaction and Meaningful R&R   Three of ten employees most              A...
Key Design Insights and ImplicationsCommunications• Can have the greatest impact in reaching and motivating   distinct emp...
Impact Examples from Study Data•   An e-card only recognition is    motivating 30% of your people.     – Add option to rec...
Communications Company Study Results    Situation: Client wanted to learn more about effectiveness of current programs and...
Proprietary and Confidential © 2012 Maritz   46                                             46
Recent Article                 “Engagement is forged                 with different tools:                 trust, loyalty,...
Recent Article                 “Meaning, then, is                 something like a                 responsibility — not   ...
Improve Design, Engagement and Mutual Benefit           through Deeper Insight   Individual values and drives > behaviors ...
Thoughts?Questions?             Proprietary and and Confidential2012 Maritz                Proprietary Confidential © © 20...
@michpoko       michelle.pokorny@maritz.com      www.maritzmotivation.com/blog        To share info on the study,maritzmot...
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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, “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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Pokorny can't get no satisfaction 30-10-2012 -final

  1. 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. 2. Employee Insight Study of Over 1000 U.S. Employees Conducted by Maritz (October 2011) Proprietary and Confidential © 2012 Maritz 1
  3. 3. How Are Doing?Quick Poll… Proprietary and Confidential © 2012 Maritz 2
  4. 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. 5. When Consistently and Meaningfully Recognized,2012 Maritz Engagement Poll Top Line Engagement Doubles Proprietary and Confidential © 2012 Maritz 4
  6. 6. 1 2012 SHRM2 2011 BlessingWhite Employee Engagement Report3 2011 Aberdeen Group, “The Engagement/Performance Equation” Proprietary and Confidential © 2012 Maritz 5
  7. 7. What‟s the Impact of Programs? Proprietary and Confidential © 2011 Maritz 6
  8. 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. 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. 10. How Do We Know to People? 9
  11. 11. Deeper Insights into HumanMotivation and Forces at Play Proprietary and Confidential © 2012 Maritz 10 Proprietary and Confidential © 2012 Maritz 10
  12. 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. 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. 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. 15. The Proprietary and Confidential © 2012 Maritz 14
  16. 16. Forces at Play• Age of participation and collaboration Proprietary and Confidential © 2012 Maritz 15
  17. 17. Forces at Play• Age of globalization Proprietary and Confidential © 2012 Maritz 16
  18. 18. Forces at Play• Age of creative society and human spirit Proprietary and Confidential © 2012 Maritz 17
  19. 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. 20. EXPRESSION Proprietary and Confidential © 2012 Maritz 19
  21. 21. Do you Sense This Shift and These ForcesQuick Poll… Proprietary and Confidential © 2012 Maritz 20
  22. 22. Employees are People First Proprietary and Confidential © 2012 Maritz 21
  23. 23. New Science, New Shift, New Approach Proprietary and Confidential © 2012 Maritz
  24. 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. 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. 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. 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. 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. 29. Proprietary and Confidential ©© 202 Maritz Proprietary and Confidential 2012 Maritz 28
  30. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 46. Proprietary and Confidential © 2012 Maritz 46 46
  47. 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. 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. 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. 50. Thoughts?Questions? Proprietary and and Confidential2012 Maritz Proprietary Confidential © © 2012 Maritz 50
  51. 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

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