recognition and reward resource guide

4800 WESTOWN PARKWAYWEST DES MOINES, IA 50266-6770

Employee Recognition and RewardResource Guide

Preface

1Property of ITAGroup

Preface

We operate in a complex global economy that is nolonger driven by sweat and steel but by informationand understanding. Within this shifting economy,people matter.

As companies across all industries make difficultchoices with regards to cutbacks and financialpressure—we need reliable methods for recruiting,retaining, and motivating high performers. We needstrategies for identifying and cultivating people whowill reinforce an organization’s vision, mission, andvalues. That’s why instituting a reliable recognitionand reward program is vital in today’s workforce.

In this guide, ITAGroup demonstrates how a well-planned, comprehensive recognition and rewardsystem energizes, empowers, and rallies employees to achieve both company and industry benchmarksthat render measurable results. It also demonstrateshow a recognition and reward program can facilitatean enriching corporate culture and experience thatattracts not only new talent, but the public at large.In other words, an organizationally drivenrecognition and reward program can make atremendous difference to customers, investors, and policymakers overall.

Recognition & Rewards

Figure 1. Investing in recognition and reward programs is proven to increase employee engagement and productivity andimprove customer service, which in turn leads to customer satisfaction and loyalty. The results: higher business performanceand revenues.

Drives employee engagementReinforces employee lifetime value

Supports pay-for-performance compensationMotivates employees to achieve stretch goals

Improves bottom line performance

Employee Engagement

Customer Response

Business Performance

We often hear about the importance of customerlifetime value (CLTV), which is the potential valuepresented by long-term customer relationships. Less common is discussion of employee lifetimevalue (ELTV), which represents all that highlyengaged employees bring to the company in thelong term, measured by both reduced cost and top performance.

ELTV, a concept introduced in recent years, may soon—if it hasn’t already—supersede the long-coveted CLTV. An Economist Intelligence Unitstudy found, for example, that 80% of executives

surveyed predictedthat the ability toattract and retainthe best people willbe the primary forcein influencingbusiness strategy by 2010.

Employee engagement seems simple as a concept,but what initiates and sustains it? Obviously, theanswer is employees themselves. Yet, it’s unlikelythat employees can remain engaged and motivatedin a vacuum. In other words, employee engagementneeds to be embodied and practiced at the highestlevels within an organization. It also needs to besupported through ongoing initiatives and events.

Engaged employees—or those who are both willingand able to contribute to company success—demonstrate commitment to excellence to theorganization and inspire among their peers bothcreative thinking and courage. Why? Engagedemployees glean a strong sense of satisfaction from their jobs.

Take a look at Fortune magazine’s 100 Best Companiesto Work For. Each year, employees respond to surveysthat ask questions related to job satisfaction,attitudes toward management, and workplacecamaraderie. Invariably, the top-ranked companiesare those that demonstrate the highest rate ofemployee engagement. Along with enjoying lowerturnover, these companies consistently provideinitiatives that keep their workforce engaged.

It makes sense thatemployee engagementdirectly affects thewellbeing of anorganization. It alsomakes sense that goodrecognition andreward programsincrease employeeengagement inmeasurable ways.

Knowledge, reputation, and human capital. Today,these are the intangible assets that make corporateprogress possible.

According to the Brookings Institution, only 15% ofcompany expenses represent tangible assets, such astools and machinery, while about 85% of expenses

represent intangibleassets. Why? Becausecompanies can expecta much greater returnfrom investing inemployees than frompurchasing equipment.Another study foundthat a company thatlost all of itsequipment but kept

the skills and know-how of its workforce could beback in business relatively quickly. On the otherhand, a company that lost its workforce but kept itsequipment would never recover (McLean 1995).

Protecting and cultivating intangible assets throughpeople-based programs often comes down toengaging employees—to motivating high performancewhile fostering a positive working environment whereinnovation and self-actualization flourish. The benefitsof such programs are as numerous as the breadth ofthe talent you employ. Listed are the most notable:

• Improving customer service and product quality to win brand loyalty

• Boosting sales, market share, and customerlifetime value (CLTV)

• Increasing productivity while instilling safe work habits

• Improving morale among teams and cultivatingenthusiastic company “brand ambassadors” out of employees

• Attracting and recruiting valuable new talent withyour reputation as an appreciative employer

• Retaining and motivating the company’s topperformers to bring their talents to the table

• Motivating averageperformers toimprove and excelto top performance

• Encouragingworthwhile risk-taking andinspiring innovativework with acompetitive edge

Introducing Recognition and Rewards

3


2


Investing in ELTV

Investing in employees’education and training canproduce twice as much gain in workplace efficiency ascomparable increases inequipment, according toresearcher Robert Zemsky ofPennsylvania University.

Targeted Value

Research by SheffieldUniversity showed a return of up to four to one in profitswhen UK organizationsfocused on people rather than on strategy, quality, orpure R&D.

Targeted Value

Engaged employees

Sears studied the correlationbetween employeesatisfaction and sales andfound improved employeeattitudes boosted sales withinabout six weeks.

Targeted Value

The Towers Perrin TalentReport defines engagement as “the extent to whichemployees put discretionaryeffort into their work, in theform of time, brainpower, andenergy” (4).

Targeted Value


5


4

Engaged employees are proud of their work andproud of the company they work for, and they’rewilling to communicate that. But perhaps moreimportant is the way employee interactions withcustomers affect CLTV. In a recent study conductedby the Forum for People Performance Management(www.performanceforum.org), researchers foundthat the higher the level of employee engagement,the higher the level of “customer spend”—that whenemployees are engaged, a customer receives anenhanced experience, which equates to spendingmore money with the organization.

Your top performers are, without coincidence, yourmost highly engaged employees. Consider recentMercer Delta research, which shows that, on average,engaged employees deliver four times more valueto an organization than non-engaged employees.

An effective recognition and reward program invitesemployees to challenge themselves to ambitiousgoals that ultimately benefit themselves as well asthe company they work for. It turns energy intoaction in a way that aligns human effort withspecific organizational objectives, using employeeappreciation as the catalyst.

It’s a fact that employees who feel valued becausethey are both rationally and emotionally connectedcontribute more discretionary effort to meet thegoals of their organization. They become role modelsfor peers, helping to create a corporate culture thatvalues qualities like teamwork and innovation. Inturn, that corporate culture connects people at alllevels of the organization to common goals inmeaningful and personally enriching ways.

You can ask yourself these questions to determinewhether your workforce is fully engaged:

• How often do your employees go above andbeyond expectations to complete a project?

• How well do your employees understand theirroles and how their contributions affect thecompany’s direction and profitability?

• How many would say your company is a greatplace to work? How many would tout its offeringsto the public?

To be successful, recognition and reward programsmust earn the buy-in of individual employees andleaders at all levels. People across the spectrum must

be willing toparticipate andencourageparticipation amongcoworkers. Wideacceptance promotesthe perception thatrewards are bothattainable and relevantto the entireworkforce.

Here are some examples of multi-tiered recognitionpractices:

• Employees recognize peers for excellence orabove-and-beyond behavior in day-to-day workthrough a companywide e-mail or awardnomination.

• Team leaders recognize a targeted long-termaccomplishment, such as completing certificationtraining within an organization or implementing a“green” idea that results in cost savings.

• A sales team receives a group travel event with arecognition dinner to mark an increase in sales.

At ITAGroup, we work hard to understand theworkforce involved with a specific program. Wedevelop strategies that engage employees in waysthat are meaningful to them both personally andprofessionally. This understanding entails knowingwho they are. For example, what demographic do they belong to? Where do they live? What aretheir cultural expectations? What motivates them to succeed?

Your answer depends on the individual. Is she a partof the sales force or the operations team? Is he afamily man or an unmarried recruit fresh out ofcollege? Was her work ethic formed in the UnitedStates or in India, or in Germany or China? Is he ababy-boomer or is he from Gen-X? And so on.

You need to account for the diversity of youremployee base as you build a program thatcomplements your organizational environment.Since various employee segments tend to impactpersonal involvement, you want to incorporatemeaningful types of recognition and rewards thatencourage participation. Once you’ve determined thediversity that exists throughout your workforce, youcan better match motivational strategies for eachindividual or group of individuals to targetedbusiness objectives.

Multi-tiered recognition Recognizing and rewardingdiverse employees

What trends in motivationalresponses have you noticedamong people at work? Whatinstances caused you toreverse expectations orstereotypes?

Ask Yourself?


7


6

For example, if a Mature has lost his sense ofpurpose at work and begins to perform at bareminimum, you might find a strategy foracknowledging what he has sacrificed for thecompany in the past, giving him a symbolic rewardthat demonstrates your respect for his talent andtime on the job. Remember, when this generation—as well as the Boomers—retires, you may facechallenges replacing individuals with a wealth ofexperience. Keeping older generations focused andinterested may be one of your greatest investments.As another example, a team comprising youngGeneration-Ys seems bored and, as a consequence,wastes valuable time surfing the Web or textmessaging friends. Consider their penchant forchange: Provide opportunities to learn new skills andreward their ability to exchange projects with peers,which can inspire both innovation and teamwork.This generation is accustomed to learning in atechnologically driven, fast-paced environment, andthey feel valued when you give them the chance toshow their potential for growth.

Though strategies may vary, these examples illustratethat for every generation, demonstrating gratitudehas a powerful effect.

Figure 2. Accounting for a diverse workforce byincorporating a variety of recognition strategiescreates meaningful ways to reward an evolvingemployee base.

Although we discuss specific differences related to the current workforce below, ITAGroup doesn’tstop there. We consistently and thoroughly addressthe bigger picture—and our strategies aregrounded in awareness that your employees are your greatest asset.

Global workforceIn an increasingly global business environment, it’s also important to recognize the need to developinternational, cross-cultural solutions that appeal toa wide-ranging, global workforce. With this globalconnection comes the responsibility to enhancerecognition and reward programs even more. Part ofthis charge entails choosing the types of recognitionand rewards that are most appropriate andmotivational for a multi-cultural employee base.

In Europe, for example, food and wine rank highlyas popular awards, while in Latin America,merchandise vouchers and gift cards tend to befavored. Additionally, in some parts of the world,rewards made of certain materials may beconsidered unsuitable; while in other areas,employees may view certain color choicesnegatively.

Generational differencesAlthough each individual comes to your workforcewith individual abilities, needs, and personalities, itcan be useful to note generational differences thatmight speak to specific motivational strategies. The most common groupings of generations are the Matures, the Baby Boomers, Generation-X, andGeneration-Y. Listed below are qualities for whicheach of these groups is known.

Using the qualities listed in Table 1, you can tailor amotivational strategy that will appeal to valuesspecific employees have been raised with.

Table 1: Generational AttributesMatures Baby Boomers Generation X Generation Y

Hard work Rights Diversity CautionDedication Space Caution ChangeSacrifice Travel Technology OptimismRespect Optimism Playfulness ConfidenceDuty Teamwork Self-reliance AchievementHonor Personal growth Pragmatism Diversity

Duty

Building a Recognition and Reward Program

9


8


The overall goal of a recognition and rewardprogram is this: to increase employee engagement.Invariably, a recognition and reward program shouldnot simply create happy, appreciated employees; itshould be linked to overall business performance.

You want a program that reinforces your overallbusiness strategies, but what does that mean?

It means that arecognition and rewardprogram shouldreinforce what youwant employees to doand reward how youwant them to do it.Establishing these linksbetween the company’sstrategic objectives

and the employees’ performance is often one of themost overlooked pieces when building a recognitionand reward program.

Building a recognition and reward program that isright for you requires following a process thatuncovers what matters most to you and youremployees. The processshould include uniqueand resourcefulsolutions, frequentevaluation, andefficient monitoring toensure that you stayon track to deliver theappropriate outcomes.

The overall program-design process incorporates thefollowing steps:

1. Conduct upfront analysis

2. Garner executive-level buy-in

3. Develop a needs-based design

4. Communicate the program

5. Train all participants

6. Manage the program

7. Measure your success

Each component involved in the development of a recognition and reward program contributes to a program’s overall success.

Conduct upfront analysisIt’s easy to make improvementsuggestions by providing a one-size-fits-all solution. And it’s easy to handout awards. Conducting an upfront

analysis, however, often resolves organizationalchallenges at the onset. For example, it can uncover

when employee performance is not aligned withcompany objectives, when current incentiveinitiatives don’t provide ROI, or when best practicesare not in effect.

An upfront analysisshould look at fourdistinct elements ofan organization:

1. Business Strategy.What is yourcorporate mission?What are yourcurrent businessissues? What areyour key business metrics? Which key factorsimpact each business issue?

2. Corporate Culture. How does your organizationview non-cash performance initiatives? How arethese currently being used?

3. Data Analytics. Which metrics define employeebehavior? What performance gaps and variabilityexist in this data set?

4. Employee Perception. How do employees regardrecognition and reward programs?

A good recognition and rewardprogram drives employeebehavior—it rewards the rightkind of performance in waysthat are meaningful to yourcompany and your employees.

Tip

Effective recognition andreward programs are dynamiccycles of analysis, strategy,implementation, and review—cycles that are built into theway ITAGroup does business.

Targeted Value

Many companies don’t realizehow much they currentlyspend on employeerecognition efforts becauseefforts are so fragmented. A thorough assessment candemonstrate how consolidatedefforts improve performanceand maximize budgets.

Tip


11


10

Figure 4. Taking into account each of theseperspectives provides a holistic view to form an effective program from.

Once you have a good understanding of theseinfluences, you need to capitalize on theseperceptions to build a foundation for future change.This requires key stakeholders in your organization to next:

• Identify business issues. Analyze historicalperformance data.

• Identify the behaviors your organization wants to reinforce. This often entails gap analysis todetermine current performance versus desiredperformance.

• Identify the behaviors the organization wants to change.

• Incorporate your analysis into a specificrecognition and reward program.

• Establish success measures.

Garner executive-level buy-inA recognition and reward program mustbe more than a program that exists onlyon paper. It requires its leaders to “walkthe talk” and demonstrate commitment

to the program over the long term. You want yourprogram to reflect consistently throughout all levelsof the company—and you’ll find it performs best if itworks its way from the top down.

You’ll want to ensure that no conflicting goals arisethat may cause the program to derail. It’s also agood time to see what initiatives can be

consolidated andmaximized. At thesame time, you needto ensure thateveryone—executives,management,employees—areworking toward aglobal organizationalgoal and vision.

To support a program, management needs to fullyunderstand its benefits. Initial analysis andassessment should focus on gathering enoughinformation to show the possible benefits of areward and recognition program. Once you’vereceived executive buy-in, you essentially join forcesin your efforts to build a recognition and rewardprogram. Not only do you start to assemble activelyinvolved participants, you get champions of theprogram as well.

Develop a needs-based design With the right motivation and astrategically designed approach thataligns with corporate culture and goals,your employees can drive corporate

performance. Most successful employee recognitionand reward programs today incorporate acombination of individual and team-based awards.Programs focused on productivity and sales generallyreward individuals for product revenue and overallgoal attainment.

AudiencePerceptions

DataAnalytics

BusinessStrategy

CorporateCulture

Executive buy-in ensures thatemployee performance isaligned with corporateobjectives. In other words, it guarantees that the visiondescribed at the executivelevel is incorporated into theactions of your employees.

Targeted Value


13


12

As you design and develop a recognition and rewardprogram, you want to ensure that you create anenvironment of celebration and reward. You can dothis in several ways:

• Ensure that executives and managers aresupportive, engaged, and believe in the program.

• Create employee movement by offeringrecognition and rewards that motivate yourspecific workforce.

• Be aware of the existing environment and addressany necessary changes.

To provide a balanced recognition environment, youshould plan to incorporate three types ofrecognition:

1. Day-to-day. This type of recognition, whichincludes thank-you notes, e-mails, and phonecalls, should be used on an ongoing basis. Designprograms of this type to recognize behaviors thatsupport organizational values.

2. Informal. This type of recognition, which includesteam lunches or low-cost mementos, shouldrecognize individuals or teams for progresstowards specific goals or milestones.

3. Formal. This type of recognition consists of astructured program with a defined process. It tendsto be public, taking place at an annual meeting orother formal recognition event that is branded,themed, and facilitated by senior leadership.

Communicate the programSince a recognition and rewardprogram represents a sizable investmentto an organization, communicationabout the program is key to its success.

Employees should be aware of the program and thatit can yield significantrewards. They shouldalso see program-related materials oftento generate awarenessand enthusiasm. A recognition and reward program requiresparticipation, and that participation comes witheffective, clear communication.

Not only is it imperative to create initial interest inthe program, it is necessary to encourage thatinterest by establishing a consistent communicationscampaign. This can be done in a variety of ways. For example:

• Call attention to theprogram and itsaccompanyingmessage by sendingout blast e-mailsand creativemarketingcommunicationpieces upfront.

• Involve participants by communicating to themthroughout the life of the program with follow-upinformation.

• Make information about the program accessible byposting it in a highly visible place and keeping ittop-of-mind.

Do not overlook thevalue of integratingcommunications withprogram design. Afterall, a recognition andreward program isreally a targetedmarketing campaign.

When the rightcommunications are inplace, you ensure thatemployees not onlyunderstand why theyare being recognized,

but they know the value of actively participating inthe program.

A multi-media approachHow you communicate your message depends onthe situation. However, it is critical to use multi-media—you want to get your information across inas many ways and as often as possible.

Regardless of the approaches you choose toimplement, you want to ensure that the correctmessage is communicated. Once you’ve determinedthe behaviors you want to recognize, you want toreinforce those behaviors in an accurate, meaningfulway.

Train all participantsTraining is crucial to programeffectiveness. No program can runeffectively if managers don’t know orunderstand how to give rewards. And

no program can run effectively if employees don’tknow or understandhow to earn rewards.

Managers must betrained to recognizeresults. Beyond that,they must be trainedhow to communicatethe program structure,criteria, and rewards.At the same time, employees must learn why theprogram matters and how to participate in waysthat matter.

Effective communicationcaptivates and engages youraudience.

Targeted Value

Be sure to communicate thelink between performance and company objectives. You want to foster a greaterunderstanding of organizationalgoals by showing how eachemployee’s actions contributeto the overall success of thecompany.

Tip

Communication matters!During an ongoing three-yearprogram, monthlycommunication wastemporarily eliminated. The results? When comparedto the same month during the previous year, programparticipation decreased by16%, sales activity decreasedby 76%, and revenuedecreased by 144%.

Case Study

Training and recognition andreward programs often gohand-in-hand—they naturallyintegrate program significancewith the how-tos ofperformance.

Targeted Value


15


14

When it comes to training, you should do thefollowing:

• Incorporate information about your programduring employee orientation. As you educate themabout your organizational values and businessgoals, you can show how the recognition andreward program supports these objectives.

• Provide clear expectations of each employee’sroles and responsibilities along with theopportunities provided by the program.

• Offer recognition forums on a regular basis thatshare best practices. Use this time to reinforceinformation about the program to bothmanagement and employees.

• Use online tutorials to facilitate recognitiontraining.

• Give managers the tools they need to help themparticipate actively in the program. For example,provide a “tool kit” that lists recognition bestpractices, program-branded material, celebrationchecklists, etc.

• Hold workshops that feature outside educatorswho specialize in one of your programcomponents.

• Measure your training results.

Selecting ambassadorsThere is tremendous value in providing program“ambassadors”—employees who specialize in programspecifics and can communicate that informationarticulately andenthusiastically. Theseemployees serve asinternal champions forthe program,generating bothinformation andexcitement throughoutthe life of the program.

Although you can choose ambassadors in a varietyof ways, you’ll find that they often volunteer basedon their belief in the program. Regardless of theselection process, you’ll want to choose ambassadorswho will do the following:

• Engage in the program themselves

• Mentor others

• Motivate others

• Explain to others

• Work well with others

Manage the programYou can determine program successthrough tracking, progress reporting,ongoing analysis, and effectiveaccount management.

Operation and administration of the program entailsa large portion of a recognition and reward program.

It’s easy to getoverwhelmed with thevolume of information. As part of managingthe program, you’llwant to do thefollowing:

• Identify the information you want to track andreport

• Determine methods for tracking, reporting, andanalysis

• Identify areas of improvement

• Look at the data that’s gathered from an overallperspective

Operation and administrationMost reward and recognition programs today aremanaged electronically through integrated web-based platforms designed to track participants,activity, and budgets. This is a change from previous

years when many companies managed reward andrecognition programs on an ad hoc basis or relied onindividual departments or regions to run disparateinitiatives.

Today, you will want to make sure whether you buildyour online platform internally or use an outsidepartner, like ITAGroup, that your system integrates allyour reward and recognition efforts and includes thenecessary functionality to ensure success, such as:

• Peer to Peer Awards

• Manager to Employee Awards

• Team Awards

• Activity Based Awards (such as Years of Service,Safety, Wellness, Sales Productivity or Training.)

• Approval Process

• Budget Management Tool

• Award Redemption Options

• Reporting

Solicit volunteers from non-management ranks. Provide asmall incentive or award fortime and effort.

Tip

As with any administrativeprocess, you’ll want to ensurethat participants receiveregular feedback.

Tip

Only require managementapproval for top awards;otherwise the process maybecome too administrativelyburdensome to be practical.

Tip


17


16

Measure your successHow do you want to measure thesuccess of your recognition and rewardprogram? What kinds of successes areyou looking for? Do you plan to use a

scorecard? These are the types of questions youwant to answer as you start to build a program.

It’s here where youvalidate expendituresand show the returnon investment. It’shere where we canunderstand programperformance, providefeedback, and provideprogram justification.

Regardless of thespecifics of arecognition and

reward program, we use both qualitative andquantitative metrics. Quantitative and qualitativesuccess measures both add value. Goals should befair and obtainable.

Measurement strategies ensure that your programoptimizes performance. While success can bedetermined in a variety of ways, it should ideally becustomized to track and connect the type of successthat matters to your company. You can, for example,track the following:

• Participation

• ROI

• Productivity

• Sales and referrals

• Customer &employeesatisfaction

• Customer & employee retention

• ELTV

Success storiesWe’ve included the following examples todemonstrate how recognition and reward programsmake a difference.

Example oneA global producer and marketer of disposablefoodservice products merged with a competitor tobecome a multi-billion dollar corporation.Management decided to implement a recognitionand reward program that built successively on bothindividual and team behaviors.

What was their overarching objective? They chose tofocus on employee retention in the midst of theirnew organizational structure. In doing so, theyhoped to create a cultural shift in the company thatcommunicated the vision of the organization inmoving forward.

The programintegrated behaviorsthe company wantedto reinforce byrecognizing howbusiness success wasachieved through thecontributing factors ofcommitment,leadership, individual

achievement, and teamwork. Incorporating individualand team awards with service and performanceawards provided the means to recognize innovationand cost-savings techniques. This successive buildingof behaviors encouraged both daily consistency andestablished the importance of ongoing contributionsthroughout the year.

What were the results? Besides turnover reduction,the company saw cost-savings ideas generated andimplemented, productivity improvements, increasedemployee engagement, and increased customerloyalty. These improvements resulted in double-digit sales growth.

Example twoFor a leading soft-drink manufacturer anddistributor, management recognized the need tobetter integrate their cross-cultural workforce. Theyknew they had to respond to the changingrequirements of their company as they expandedinternationally.

Their goals? To develop a recognition and rewardprogram that offered fair rewards for an increasinglyglobal workforce. This design entailed addressing theobjectives of the world-wide workforce on multipleprogram levels: peer to peer, manager to employee,and mega-performers. Addressing these multiplelevels provided a means to encourage the flow ofrecognition throughout the company and involve allorganizational levels. Through a simple recognitionstrategy, employees could be awarded points thatthey could redeem for culturally-specific awardoptions through localized customer servicerepresentatives.

As a result of the initiative, the program has becomea part of the overall corporate culture, which hastranslated into significant increase: 72 percent ofparticipants report improved morale.

As you gather data to measurethe success of your program,it’s a good idea to identifycompany best practices—thepractices that ultimatelysupport corporate objectives—that can be benchmarked bothin your organization andthroughout your industry.

TipUsing scorecards that arecustomized for each programensures that you measure theinformation that reallymatters to you.

Targeted Value Successful recognition andreward programs rely on adefinitive commitment toexcellence and a willingness tomake necessary adjustmentsand address changing needs inorder to end up with a betteroutcome.

Targeted Value


19


18

Technology considerationsAs referenced earlier under “Manage the Program-Operation and Administration”, the online platformchosen to operate your recognition and rewardsprogram is vital. Whether you build the platforminternally, or partner with a company like ITAGroup,it is important to utilize a platform that is easy touse and modify yet still capable of handling thelarge scale complexity that your program mayrequire. ITAGroup offers two unique recognition andreward platform solutions—PerformanceSuite® Proand PerformanceSuite® Enterprise.

PerformanceSuite Enterprise is designed to handlethe most complex program needs and allows for maximum levels of customization andadvanced rules and rewards structures. The platform is fully customizable to anorganizations specific program needs.

PerformanceSuite Pro is designed to power a morebasic program structure yet allows for moderatelevels of customization while providing anorganization quick speed to market and lower cost of entry.

The following offers a look at select features of the PerformanceSuite Pro platform.

Works Cited/ConsultedConclusion

20

Works Cited/Consulted

“100 Best Companies to Work for.” Fortune and GreatPlace to Work Institute.® Cable News Network, 2008.

“The Economics of Humanity in Business.” ExecutiveWhite Paper. FORUM: For People PerformanceManagement and Measurement. Summary of FrankMulhern’s report, “Pulling Together: The IncreasedRole and Impact of People in Organizations.”Economist Intelligence Unit Report, 2008[www.eiu.com].

“Engaging employees to drive global business success:Insights from Mercer’s What’s Working research.”Redistributed by Worldatwork. Mercer, 2007.

McClernon, Timothy. “Rivals to Systematic Training.”Advances in Developing Human Resources, 8:442 (2006).

“Working Today: Understanding What DrivesEmployee Engagement.” The 2003 Towers PerrinTalent Report.

Conclusion

A successful recognition and reward programrequires precision, planning, and execution. You wanta program that is well-designed and well-structured,a program with well-defined standards that allowsfor meaningful results.

About ITAGroupITAGroup is a full-service performance improvementcompany focused on improving businessperformance through people. Since 1963, we havedriven powerful and proven results through salesincentives, recognition and reward initiatives,business-to-business loyalty solutions, productlaunches and business meeting and group travelcoordination.

In the ever-changing economy, partnering with anexpert in human capital is more beneficial than everbefore. At ITAGroup, we work with you to build andexecute programs that satisfy—and consistentlyexceed—your objectives. Together, we address thespecific needs of your organization and develop acustomized recognition and reward program thatprovides improvements in the way you do business.With our expertise, you can achieve your goals, whilemaking your company more profitable and a betterplace to work.

ITAGroup is a founding trustee of the Forum forPeople Performance Measurement & Management(www.performanceforum.org) and a member ofRecognition Professionals International(www.recognition.org).

For more information on how implementing arecognition and reward program can positively affectyour corporation’s overall performance improvementstrategy, visit our website at www.itagroup.com.

recognition and reward resource guide

Documents