Presented by: Mike Ryan, SVP Madison Performance Group
Cash may be king, but when it comes to incentive awards, noncash awards often are more effective. Defined as awards that are administered apart from employees’ paychecks, noncash awards — which can include intangibles such as praise from a supervisor or workplace flexibility and nonmonetary compensation such as a gift cards or merchandise – are flexible and impactful. In this webcast, Mike Ryan of the Madison Performance Group discusses how noncash enticements can be used to encourage better performance and boost returns on your organization’s compensation investment.
About the presenter: Mike Ryan is a senior vice president at Madison Performance Group. In his work, Mr. Ryan has worked with many of the world’s leading brands and executives to define program strategies that minimize costs, deliver a higher level of motivational impact to participants , increase planning flexibility for stakeholders, and offer the financial controls and projected returns that sponsors demand. Mr. Ryan has been quoted and published in numerous media outlets and is a frequent speaker at industry events. He is president of The Performance Improvement Council (PIC), a board member of The Incentive Marketing Association (IMA) and a trustee of the Incentive Research Foundation (IRF).
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Presented by: Mike Ryan, SVP Madison Performance Group
With unemployment stubbornly stuck at high levels, do employee recognition programs still matter? With the pressure to “do more with less” still influencing corporative thinking, do investments designed to strengthen employee allegiance make sense in an economy that has an abundance of potential replacements looking for work?
And then there is the other side of recognition’s promised return—increased productivity. Engaged employees—those that are emotionally and intellectually committed to what they do, and who they do it for—are proven to be more productive than those that are not. But employee productivity during the recession has not wavered. In fact, the aggregate output per employee has increased.
In light of this, how do you formulate a compelling and relevant argument for recognition programs that promise better retention levels and increased productivity? How do you make the case to budget-conscious executives that recognition interventions are still essential when employees seemingly have nowhere else to go? How do you offer up the notion of increased productivity when the organization is already functioning at levels that rival pre-recession figures?
This webinar offers a look back at some of the corporate decisions that now define a worker’s new normal and outlines why current rates of employee retention and productivity are not sustainable.
It also offers up 5 ideas on how companies can use their recognition investment in a more appropriate/strategic fashion for current times—increasing the impact for workers as well as budget-mindful executives.
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Presenters
Mike Ryan, Madison Performance Group
Susan Brown, Siemens Corp.
Creating and deploying a successful company-wide employee recognition program is a challenge by any assessment. But the obstacles are inherently more complex for a company with a highly autonomous business structure. Siemens USA, an independent subsidiary of its 160-year-old German parent company, Siemens AG, recognized the need for a company-wide employee reward and recognition program that balanced its rich tradition of business autonomy with today’s requirements for corporate-level visibility, oversight, and control.
Making the change would not be easy. Many of Siemens business units have had their own employee reward and recognition programs—and unique approaches to using them—in place for years. A successful migration to a consolidated recognition program would require skillful consensus building as well as a flexible design approach.
Listen to this webinar and explore the best practices employed and lessons learned along the way by Siemens USA as they made the move toward a consolidated recognition program.
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Presenters
Mike Ryan, Madison Performance Group
Theresa Welbourne, eePulse, Inc.
As organizations struggle to do more with less—contain costs, while maintaining productivity—they appear to be doing so on the backs of their best workers. Today’s businesses are closing acute productivity gaps by overstretching those employees that remain after layoffs and cost cutting measures. This new economic reality may provide short term answers for firms fighting for equilibrium, but with engagement scores trending downward it appears to be doing damage to an employee’s long-term performance and commitment.
This provocative discussion examines an emerging class of the modern day worker—“the unsung hero”. These are employees who have a high sense of urgency, who are compelled to move forward, who have supported their companies through the rocky changes of the recession, and who today find themselves unrecognized and unappreciated for their efforts. Learn more about who they are and how to identify them. We also examine what makes them so attractive to competitors and what you can do to retain them as a new “post recession” battle for talent emerges. Lastly, for those of you who are busy hiring these individuals, we talk about how you can keep them and ensure that they do not fall into the same trap in your firm that led them to exit their last organization.
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Presenters
Mike Ryan, Madison Performance Group
Karen Sobel Lojeski, Virtual Distance International
Amanda Valentino, Genentech, Inc.
Virtual work environments are rapidly being adopted; though one-third of the workforce of multi-national companies based in the U.S works abroad, they are not beyond your reach. With knowledge workers enabled by email, text messaging tools, and global video conferencing, these technologies too often don’t address your talent’s implicit “what’s in it for me” question — hence, their motivation is at risk. When informal opportunities to build camaraderie are replaced by mechanical virtual communication, it can lead to misunderstandings and feelings of disconnectedness. Exacerbated by the physical and cultural differences found in global work structures, feelings of isolation can rapidly grow into disengagement.
Managers who embrace their virtual workforce around the globe through recognition can personalize motivation that is adaptable to local markets and conditions. The nuance of culture and localized awards is possible through 24/7 mass customization. But it requires knowing the context that drives engagement in the virtual global workplace to support intrinsically motivated knowledge workers. This webcast addresses how managers can enhance the engagement of their virtual teams through culturally and personally meaningful recognition.
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