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

Proprietary and Confidential © 2012 Maritz

“I Can’t Get No… Satisfaction!”

Michelle PokornySolution VP – Employee

Engagement and Recognition

HR.com webcast, October 30, 2012


Employee Insight Study of Over 1000 U.S. Employees Conducted by Maritz (October 2011)

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Less Than Half


How Are My Programs Doing?

Quick Poll…

3


Impact of Meaningful Reward and Recognition

4

Employee Insight Study of Over 1000 U.S. Employees Conducted by Maritz (October 2011)

Of those who do feel meaningfully

rewarded & recognized

Engagement IndicatorsOf those who do

not feel meaningfully rewarded & recognized

82% would strongly endorse my company to friends

and family as a great place to work

27%

82% feel their workplace is a great place to work.

30%

86% would stay with their current company if given

the chance to do the same work at the same pay

for a different company.

44%

86% feel motivated to go beyond my formal job responsibilities to get

the job done.

40%

When Consistently and Meaningfully Recognized, Top Line Engagement Doubles

Proprietary and Confidential © 2012 Maritz 52012 Maritz Engagement Poll

51

19

3.5

% greater employee retention1

% greater shareholder return2

x greater customer retention and revenue growth3

1 2012 SHRM2 2011 BlessingWhite Employee Engagement Report3 2011 Aberdeen Group, “The Engagement/Performance Equation”

63 % greater employee productivity1

Proprietary and Confidential © 2012 Maritz 6


What’s the Impact of Not So Meaningful and Motivating

Programs?

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$275K Missed Potential

Potential Opportunity

1,000The Number of Employees who feel meaningfully rewarded and recognized.

$ 500K Benefit$ 250K Cost $ 250K Net Benefit (Benefit – Cost)

$225K Benefit$250K Cost $-25K Net Impact

(Benefit – Cost)

Current Impact

450The Number of Employees who feel meaningfully rewarded and recognized.

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$2.75M Missed Potential

Potential Opportunity

10,000The Number of Employees who feel meaningfully rewarded and recognized.

$5.0M Benefit$2.5M Cost $2.5M Net Benefit

(Benefit – Cost)

$2.25M Benefit$2.5M Cost $-250K Net Impact (Benefit – Cost)

Current Impact

4,500

The Number of Employees who feel meaningfully rewarded and recognized.

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10

How Do We Know What is Meaningful and Motivating to

People?


Deeper Insights into Human Motivation and Forces at Play


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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 motivators.

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People Are Driven By Multiple Motivators

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Drive to engage, cooperate, “fit in” to the community

Drive to “create” better self, team,

organization, world

create

bond

defend

Drive to acquirestuff, status,

rewards, resources

Drive to defend ‘what’s ours’:

status, stuff, ideas, relationships…

acquire

Based on the work of Paul Lawrence and Nitin Nohria at Harvard Business School ©2012 The Maritz Institute. All rights reserved.

choice

The


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Forces at Play

• Age of participation and collaboration

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Forces at Play

• Age of globalization

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Forces at Play

• Age of creativesociety andhuman spirit

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Action Recognition

CompetitionAmbitionAchievement

MaterialismChallenge

PrestigeIndependence

ThriftHeroism Tradition

Acceptance

Protection

Authority

Conformity

CommunityMeaning

Self-expressionAuthenticityCollaboration

Experimentation

NoveltyThrill-seeking Freedom

Passion

SUCCESSSUCCESS

SECURITYSECURITY

EXPRESSION

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EXPRESSION

• Core values and a noble

cause.

• Collaborative

community.

(We are great.)

• See people as people –

not a means to your

end.


Do you Sense This Shift and These Forces in Your

Organization?

Quick Poll…

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Employees are People First



New Science, New Shift, New Approach


Programs as Places of Engagement

Express

Success

Security

Purpose& ValuesExpress

Success

Security

Express

Success

Security

customer

employee channel


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VALUES & GOALS

How do I feel?

BehaviorsIntentions

Impact

What was the benefit to me and

others?

Attitudes

How do I feel?

Deeper Participant Understanding

Awareness

What am I aware or knowledgeable of?

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What did I do?

What do I plan to do?


Values are beliefs tied inextricably to emotion, not objective, cold ideas. They are…

– a motivational construct– abstract goals– standards or criteria– ordered by importance Schwartz, S. H. (2005). Basic human values: An

overview. Retrieved from

http://151.97.110.134/Allegati/convegno%207-8-10-05/Schwartzpaper.pdf

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What are




Employee Values Study

• Insight Study of Over 1000 U.S. Employees conducted by Maritz in late 2011

• Objective: understand employee values, attitudes, intentions, and reward and recognition preferences and how these impact program effectiveness and engagement. Study captured:

– Employee’s personal values 1

– Employee’s work-related goals– Perceived company goals and values– Reward and recognition preferences– Motivation of program/elements– Satisfaction with company environment (support, communication, alignment)– Engagement

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1- Based on Schwartz Values Inventory and Model of Motivational Values profiles– proprietary segmentation


What’s important to me as a person

What’s motivating to me in a program

My past program experience with you

What I think of the company and environment

them

e

reward

message

rules

timing

metho

d

I notice itI form an attitude about it

I intend to act on itI act on it

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It positively influences my engagement(as an employee)

If it “gets through” my filters, my reaction to the stimulus:

Proprietary and Confidential © 2012 MaritzProprietary and Confidential © 202 Maritz 29


Primary Value Segments for U.S. Employees

N=1007 responding to a Motivation Study of Over 1,000 U.S. Employees, Conducted by Maritz (October 2011)

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The Altruists 17%Make a DifferenceUniversalism & Benevolence

The Drivers 24% Onward and UpwardAchievement and Power

The Pioneers 26% What’s Next?Self-Direction and Stimulation

The Stabilizers 33%Stay the CourseTradition, Security and Conformity


I am self-directed and enjoy freedom, flexibility, taking risks, variety and choice

I would like an opportunity to create my own program. If I am given a goal, I want total flexibility in how to achieve it

Communications• Ask me, include me, don’t tell me. Show me

you value my input• I like messages that convey

partnership and are positive, pragmatic, authentic, individualized & energetic

Social• I like to be connected with other “thinkers”,

“innovators” and “challengers” • I am interested in opportunities to contribute

and connect with new people and places to meet informally

• Sharing stories, best practices, and opportunities to collaborate with others on ideas appeals so me

Learn/Create• I enjoy learning in a broad range of areas

not limited to my job• I seek opportunities to learn as a source of

stimulation• I like to create new ideas, ways of doing

something and enjoy art, writing and self-expression

Rewards• Give me plenty of reward choices• I find opportunities to contribute ideas on

special projects, strategic planning and service projects rewarding

• Learning opportunities are also viewed as rewards

Pioneer Preferences

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I appreciate programs that allow me to contribute to success that are clear and balance risk and reward.

I would like team recognition to keep good relationships vs. competition.

If I am given a goal or objective, I want the rules to be clear

Communications• My confidence is higher when a business

strategy is in place and communicated• I want frequent communication and

feedback• I like communication in all forms and would

rather be over communicated vs. under

Social

• I am interested in opportunities to contribute and connect as a team

• Being able to congratulate/recognize others also appeals so me

• I can’t wait for Us to succeed and then recognize Me as a contributor to Our success

Learn/Create• I seek opportunities to participate in events--

creating traditions and stories• I like the opportunity to provide input &

contribute but may not lead

Rewards• I find experiences that can be shared

with my family very rewarding • Increased learning opportunities are also

viewed as rewards• I like special non-expected perks like

baseball tickets or hockey tickets

Stabilizer Preferences

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I am rewarded by personal acknowledgement, personal time and the ability to ”pay it forward”. I like the opportunity for unique learning and cultural experiences

I would like an opportunity to create my own program

Communications• Be transparent, share the facts & admit

mistakes• I like face-to-face messages that are

sincere and authentic

Social

• I am interested in opportunities to meet face-to-face with smaller groups

• I prefer social and community environments where collaboration and contributions are respected

• I like to be connected to curious & intellectual individuals with common goals & passions

Learn/Create• I enjoy learning in social/community

environments • I want to choose opportunities to learn and

not be assigned • I like interesting projects that are

innovative and meaningful

Rewards• I appreciate the ability to choose on

service and recognition awards• I enjoy time off with my family as a

reward

Altruist Preferences

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I am success-minded and motivated by competition and being challenged

I am rewarded by receiving high-profile projects, public recognition and status

I want to choose my own goal and challenge structure

Communications• I appreciate frequent feedback on how I am

doing • Tell me how I can be more successful• Challenge vs. tell me• I like fact-based specific messages

Social• I like to be connected with “like minded” and

action-oriented” people • I enjoy the opportunity to share and discuss

but also be in charge• Competitive teams appeal to me

Learn/Create• I am success-minded and motivated by

competition and being challenged• I enjoy sharing knowledge/stories• I seek relevant knowledge to make me

smarter and more successful• I like to create and learn in smaller groups

Rewards• Give me my choice of reward • I find opportunities to contribute ideas on

special projects, strategic planning and service projects rewarding

• High profile projects are also viewed as rewards

• I would not appreciate sweepstakes

Driver Preferences

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More often remote workers

More often full time

More often single/never married

More often Manager and C-Suite

Most often 25-34; less often over 55 yrs.

More often consider their jobs as ‘part of their identity’

More often non-management

More often have ‘predictable jobs’Drivers

Pioneers

Stabilizers

Altruists

Less often employed full time

More often non-management

More likely to agree my job is ‘just something I do’

Altruists (70.9%) and Stabilizers (74.4%) are more likely to be over 45 years old

No statistically relevant difference by gender, industry or income


Key Study Insights

• Driver employees more often completely satisfied with the company’s efforts to reward and recognize.

• Drivers – 46% agree• Altruists – 32% agree• Stabilizers – 32% agree• Pioneers – 31% agree

• Drivers more often agree reward and recognition is a major component of their culture

• Need for programs and experiences to be more appealing to the rest…

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The Drivers 24% Onward and UpwardAchievement and Power


Key Study Insights

• Respondents most often identified organizational value to be Driver.

• Organizational value impacts employee engagement

– Highest engagement with Pioneer or Altruist companies… even when employee holds different personal value.

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US Company Values Segment


Key Study Insights

• Employee value and company value were shared only 28% of the time.– When values are shared, higher engagement is

indicated on most (15 of 23) individual engagement items.

– More often shared by employees under age of 35

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34%

25%

26%

16%

32%

23%

26%

19%

26%

25%

20%

29%

<35 35-44 45-54 55+

MATCH ADJACENT OPPOSITEOf those with matching values

to their companies, more are in the under 35 age group


Key Study Insights

• All engagement measures and overall engagement index are higher when employees are meaningfully rewarded and recognized.

• Employees who rank symbolic status rewards and charitable donations in their name appealing as part of a top performer reward and recognition program more often agree they are rewarded and recognized for their work performance in ways that are meaningful to them.

• Leadership messaging on program importance and satisfaction with manager efforts around reward and recognition is correlated with higher engagement.

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Engagement outcomes increase as leadership support for reward and recognition increases

1

2

3

4

5

E1_13 Overall, I amcompletely satisfied with my

job.

E1_14 I would be very happyto spend the rest of my

career with my company.

E1_15 If I could, I wouldinvest my own money in my

company.

E1_16 I would stronglyendorse my company to

friends and family as a greatplace to work.

1 Strongly Disagree 2 Disagree 3 Neither Agree nor Disagree 4 Agree 5 Strongly Agree

1

2

3

4

5

E1_17 I look forward tocoming to work every day.

E1_18 If I had a chance todo the same work at thesame pay for a different

company, I would stay here.

E1_19 I am proud to workfor my company.

E1_20 My workplace is agreat place to work.

E1_21 I feel motivated to gobeyond my formal job

responsibilities to get thejob done.

E1_22 I feel good about theways my companycontributes to the

community.

Mean ratings comparison: My company’s leaders express the importance of reward and recognition.

40Proprietary and Confidential © 2012 Maritz

Engagement outcomes increase as managers’ personal efforts to reward and recognize increase

I am completely satisfied with my manager’s personal efforts to reward and recognize his/her employees.


1

2

3

4

5

E1_13 Overall, I amcompletely satisfied with my

job.

E1_14 I would be very happyto spend the rest of my

career with my company.

E1_15 If I could, I wouldinvest my own money in my

company.

E1_16 I would stronglyendorse my company to

friends and family as a greatplace to work.

1 Strongly Disagree 2 Disagree 3 Neither Agree nor Disagree 4 Agree 5 Strongly Agree

1

2

3

4

5

E1_17 I look forward tocoming to work every day.

E1_18 If I had a chance todo the same work at thesame pay for a different

company, I would stay here.

E1_19 I am proud to workfor my company.

E1_20 My workplace is agreat place to work.

E1_21 I feel motivated to gobeyond my formal job

responsibilities to get thejob done.

E1_22 I feel good about theways my companycontributes to the

community.


Importance of Direct Manager on Satisfaction and Meaningful R&R

Direct mgr. 30%

Senior mgt. 49%

Peers 21%

Strongly Disagree

Disagree Neither Agree nor Disagree

Agree Strongly Agree

1

2

3

4

5

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Three of ten employees most prefer recognition from their direct manager or supervisor.

As satisfaction with direct manager’s efforts to reward and recognizes increases, all eight engagement outcomes (say, stay and strive)

increase significantly.

I am completely satisfied with my manager’s personal efforts to reward and recognize his/her employees.


Key Design Insights and Implications

Communications• Can have the greatest impact in reaching and motivating

distinct employee value segments.– Message framing by value segment – a program or

reward may be compelling, but WHY may vary– Leadership support through communication and action– Alignment to company/brand values and strategy

Training• Can improve meaningfulness and effectiveness of recognition

given.

Rewards• Reward choice is consistently, highly valued in all employee

segments.• In top performer or formal/organizational programs, symbolic

status awards and charitable donations can be meaningful reward options.

• Choice of interesting/challenging projects is more appealing to Pioneers and least appealing to Stabilizers.

Structure• Consider offering/including both team and individual

incentive and recognition opportunities.43


Impact Examples from Study Data

• An e-card only recognition is motivating 30% of your people.– Add option to receive

award points and bump it up to 50%!

• A top-performer travel programs are motivating 30% of your people.– Add formal recognition in

front of others and bump it up to 54%!

• Gift card rewards are motivating 46% of your people.– Add a ‘choice of interesting

projects to work on’ option and bump it to 66%!

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Using Insight to Better Motivate

More of Your People


Communications Company Study Results

Situation: Client wanted to learn more about effectiveness of current programs and how best to motivate employee representatives to up and cross-sell

Insights: • 40% of surveyed employees not recognized in ways meaningful to them.• Opportunity for better management support, better communications

(14% worse than market baseline) and perceived ‘opportunity to earn’.• Majority (76%) fell into three primary value segments: Drivers, Altruists and

Pioneers.• Modified program structure and communications approach based on

segments.

24%27% 26%

34%

24%

38%

30%

44%

6%8% 14%

12%

6%

7%

8%

13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

CLIENT MARKET CLIENT MARKET CLIENT MARKET CLIENT MARKET

StronglyAgree (5)

Agree (4)

>5%>6% >15%

>19%

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Communications Gap as Compared with National Study


47


Recent Article

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“Engagement is forged with different tools: trust, loyalty, open communication, clearly-articulated goals and expectations, shared values and well- understood reward systems.”


Recent Article

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“Meaning, then, is something like a responsibility — not merely a need. It resides and resounds, like the human experience, …and connects us…to the human world around us. It is the act of investing in what we profess to care about; in caring about what we profess to love; in not merely "expressing our values," but valuing that which is worthwhile in lasting human terms…”


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


Thoughts?

Questions?


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Thank You!

@michpoko

[email protected]/blog

To share info on the study, maritzmotivation.com/employee-values-

study

52

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

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