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RFPs can be simple or complex but all will help you evaluate your current service anniversary program and ensure you are partnered with the best supplier. The New Year brings many recurring activities to life — resolutions, taxes and RFPs. Requests for Proposals are used by companies that regularly review costs and services for their employee recognition programs, de service anniversaries. RFPs are often driven by procurement specialists to ensure the company is getting the best value for the budget allocated to the programs. When you decide to evaluate new suppliers for your service anniversary program, consider why the program is valuable in your organization. Behavioral economists remind us of the dopamine effect, the rush people feel after something good happens. When employees are publicly recognized for their length of service, they will feel good about what they are doing and what they have accomplished. This ultimately keeps them focused, directed and willing to repeat behaviors. The supplier you choose to partner with for your service anniversary program should understand your employee recognition goals and align their strategy with how best to achieve them. RFPs can range from simple to complex and can involve numerous participants from several areas of the company. A typical team includes associates representing procurement, human resources, benefits, compensation, technology, accounting, communications and legal. Each person involved has a vested interest in the responses given in the document and should have a voice in the questions asked and the pricing presented. The information provided by suppliers you select to participate in the RFP process should be objective and comparable to allow you to differentiate a candidate with a desirable profile for the program offering. Subjective questions or requests make comparison difficult and tend to complicate the selection process. We suggest limiting your candidate field to between five and ten suppliers that are capable of providing the goods and services your company is seeking and providing a formal timeline to set expectations for the entire process. Limit communications with the suppliers to a single member of your RFP team and provide answers and feedback to the entire group for each request or question posed. Most companies will choose only a few of the respondents to provide a formal stand up presentation shortly after the selection process has identified the best responses in terms of services, awards and pricing. The RFP process also gives you and your company the opportunity to compare your current program to innovations being provided by others in the employee recognition industry. The RFP process can be time consuming and require a lot of work but the outcome can be very gratifying. It will help confirm you are aligned with the best supplier and receiving the best value for your investment. http://www.biworldwide.comTRANSCRIPT
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What makes us work harder in some situations and not in others?
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What makes us work harder in some situations and not in others?
Why do we slack off on the job or take focus off a goal?
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What factors go together to make a high-performing
team of colleagues?
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Through the fundamental principles of
behavioral economics, BI WORLDWIDE has
designed and delivered employee engagement
programs that reach hundreds of thousands of
employees EVERY DAY.
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See the 6 fundamental principles that make BI WORLDWIDE the global leader in
employee engagement.
1 Keep asking – What does the research say?
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1 Keep asking – What does the research say?
We never lose sight of the fundamentals of effective
engagement through behavioral economics.
We understand that recognition is so powerful because it
reinforces autonomy through the self-determination theory.
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2 Performance reviews are for managers,
not social media friends.
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Crowdsourcing performance reviews through
social media have no science behind them.
Research shows that it has a negative impact on employee
behavior that can lead to competitiveness and deception.
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2 Performance reviews are for managers,
not social media friends.
3 Create a “personalized social environment.”
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Some employees savor social recognition,
while others cringe.
It’s important to allow for choice in the matter of social sharing and include safety factors to protect your corporate reputation and
brand messaging.
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3 Create a “personalized social environment.”
4 The middle (manager) matters.
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Poor employee engagement isn’t an employee problem,
it’s a manager problem.
Tailored engagement plans that do not keep focus on managers
are destined for failure.
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4 The middle (manager) matters.
5 Look to the best.
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Because we work with Fortune 500 companies, we have the unique ability
to show how engagement and recognition activity stack up against
the best of the best and can blueprint how to harness science
to impact employee behavior.
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5 Look to the best.
6 If the initiative isn’t “glocal,” it’s not best-in-class.
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The world market is a complex aggregation of
local markets.
We’re technologically advanced enough to undersand that any multi-country initiative must respond to language,
law, customs, taxes and more.
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6 If the initiative isn’t “glocal,” it’s not best-in-class.
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See the science behind these principles by downloading our article.
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BI WORLDWIDE uses the principles of behavioral economics to produce measurable results for our clients by driving and sustaining engagement
with their employees, channel partners and customers.
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