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Employee Recognition and Reward
Resource Guide
Preface
1 Property of ITAGroup
Preface
We operate in a complex global economy that is no
longer driven by sweat and steel but by information
and understanding. Within this shifting economy,
people matter.
As companies across all industries make difficult
choices with regards to cutbacks and financial
pressurewe need reliable methods for recruiting,
retaining, and motivating high performers. We need
strategies for identifying and cultivating people who
will reinforce an organizations vision, mission, and
values. Thats why instituting a reliable recognition
and reward program is vital in todays workforce.
In this guide, ITAGroup demonstrates how a well-
planned, comprehensive recognition and reward
system energizes, empowers, and rallies employees
to achieve both company and industry benchmarks
that render measurable results. It also demonstrates
how a recognition and reward program can facilitate
an enriching corporate culture and experience that
attracts not only new talent, but the public at large.
In other words, an organizationally driven
recognition and reward program can make a
tremendous 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 and
improve customer service, which in turn leads to customer satisfaction and loyalty. The results: higher business performance
and revenues.
Drives employee engagement
Reinforces employee lifetime value
Supports pay-for-performance compensation
Motivates employees to achieve stretch goals
Improves bottom line performance
Employee Engagement
Customer Response
Business Performance
We often hear about the importance of customer
lifetime value (CLTV), which is the potential value
presented by long-term customer relationships.
Less common is discussion of employee lifetime
value (ELTV), which represents all that highly
engaged employees bring to the company in the
long term, measured by both reduced cost and
top performance.
ELTV, a concept introduced in recent years,
may soonif it hasnt alreadysupersede the
long-coveted CLTV. An Economist Intelligence Unit
study found, for example, that 80% of executives
surveyed predicted
that the ability to
attract and retain
the best people will
be the primary force
in influencing
business strategy
by 2010.
Employee engagement seems simple as a concept,
but what initiates and sustains it? Obviously, the
answer is employees themselves. Yet, its unlikely
that employees can remain engaged and motivated
in a vacuum. In other words, employee engagement
needs to be embodied and practiced at the highest
levels within an organization. It also needs to be
supported through ongoing initiatives and events.
Engaged employeesor those who are both willing
and able to contribute to company success
demonstrate commitment to excellence to the
organization and inspire among their peers both
creative thinking and courage. Why? Engaged
employees glean a strong sense of satisfaction
from their jobs.
Take a look at Fortune magazines 100 Best Companies
to Work For. Each year, employees respond to surveys
that ask questions related to job satisfaction,
attitudes toward management, and workplace
camaraderie. Invariably, the top-ranked companies
are those that demonstrate the highest rate of
employee engagement. Along with enjoying lower
turnover, these companies consistently provide
initiatives that keep their workforce engaged.
It makes sense that
employee engagement
directly affects the
wellbeing of an
organization. It also
makes sense that good
recognition and
reward programs
increase employee
engagement in
measurable ways.
Knowledge, reputation, and human capital. Today,
these are the intangible assets that make corporate
progress possible.
According to the Brookings Institution, only 15% of
company expenses represent tangible assets, such as
tools and machinery, while about 85% of expenses
represent intangible
assets. Why? Because
companies can expect
a much greater return
from investing in
employees than from
purchasing equipment.
Another study found
that a company that
lost all of its
equipment but kept
the skills and know-how of its workforce could be
back in business relatively quickly. On the other
hand, a company that lost its workforce but kept its
equipment would never recover (McLean 1995).
Protecting and cultivating intangible assets through
people-based programs often comes down to
engaging employeesto motivating high performance
while fostering a positive working environment where
innovation and self-actualization flourish. The benefits
of such programs are as numerous as the breadth of
the talent you employ. Listed are the most notable:
Improving customer service and product quality
to win brand loyalty
Boosting sales, market share, and customer
lifetime value (CLTV)
Increasing productivity while instilling safe
work habits
Improving morale among teams and cultivating
enthusiastic company brand ambassadors out
of employees
Attracting and recruiting valuable new talent with
your reputation as an appreciative employer
Retaining and motivating the companys top
performers to bring their talents to the table
Motivating average
performers to
improve and excel
to top performance
Encouraging
worthwhile
risk-taking and
inspiring innovative
work with a
competitive edge
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Introducing Recognition and Rewards
Investing in ELTV
Investing in employees
education and training can
produce twice as much gain
in workplace efficiency as
comparable increases in
equipment, according to
researcher Robert Zemsky of
Pennsylvania University.
Targeted Value
Research by Sheffield
University showed a return
of up to four to one in profits
when UK organizations
focused on people rather
than on strategy, quality, or
pure R&D.
Targeted Value
Engaged employees
Sears studied the correlation
between employee
satisfaction and sales and
found improved employee
attitudes boosted sales within
about six weeks.
Targeted Value
The Towers Perrin Talent
Report defines engagement
as the extent to which
employees put discretionary
effort into their work, in the
form of time, brainpower, and
energy (4).
Targeted Value
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Engaged employees are proud of their work and
proud of the company they work for, and theyre
willing to communicate that. But perhaps more
important is the way employee interactions with
customers affect CLTV. In a recent study conducted
by the Forum for People Performance Management
(www.performanceforum.org), researchers found
that the higher the level of employee engagement,
the higher the level of customer spendthat when
employees are engaged, a customer receives an
enhanced experience, which equates to spending
more money with the organization.
Your top performers are, without coincidence, your
most highly engaged employees. Consider recent
Mercer Delta research, which shows that, on average,
engaged employees deliver four times more value
to an organization than non-engaged employees.
An effective recognition and reward program invites
employees to challenge themselves to ambitious
goals that ultimately benefit themselves as well as
the company they work for. It turns energy into
action in a way that aligns human effort with
specific organizational objectives, using employee
appreciation as the catalyst.
Its a fact that employees who feel valued because
they are both rationally and emotionally connected
contribute more discretionary effort to meet the
goals of their organization. They become role models
for peers, helping to create a corporate culture that
values qualities like teamwork and innovation. In
turn, that corporate culture connects people at all
levels of the organization to common goals in
meaningful and personally enriching ways.
You can ask yourself these questions to determine
whether your workforce is fully engaged:
How often do your employees go above and
beyond expectations to complete a project?
How well do your employees understand their
roles and how their contributions affect the
companys direction and profitability?
How many would say your company is a great
place to work? How many would tout its offerings
to the public?
To be successful, recognition and reward programs
must earn the buy-in of individual employees and
leaders at all levels. People across the spectrum must
be willing to
participate and
encourage
participation among
coworkers. Wide
acceptance promotes
the perception that
rewards are both
attainable and relevant
to the entire
workforce.
Here are some examples of multi-tiered recognition
practices:
Employees recognize peers for excellence or
above-and-beyond behavior in day-to-day work
through a companywide e-mail or award
nomination.
Team leaders recognize a targeted long-term
accomplishment, such as completing certification
training within an organization or implementing a
green idea that results in cost savings.
A sales team receives a group travel event with a
recognition dinner to mark an increase in sales.
At ITAGroup, we work hard to understand the
workforce involved with a specific program. We
develop strategies that engage employees in ways
that are meaningful to them both personally and
professionally. This understanding entails knowing
who they are. For example, what demographic
do they belong to? Where do they live? What are
their cultural expectations? What motivates them
to succeed?
Your answer depends on the individual. Is she a part
of the sales force or the operations team? Is he a
family man or an unmarried recruit fresh out of
college? Was her work ethic formed in the United
States or in India, or in Germany or China? Is he a
baby-boomer or is he from Gen-X? And so on.
You need to account for the diversity of your
employee base as you build a program that
complements your organizational environment.
Since various employee segments tend to impact
personal involvement, you want to incorporate
meaningful types of recognition and rewards that
encourage participation. Once youve determined the
diversity that exists throughout your workforce, you
can better match motivational strategies for each
individual or group of individuals to targeted
business objectives.
Multi-tiered recognition Recognizing and rewarding
diverse employees
What trends in motivational
responses have you noticed
among people at work? What
instances caused you to
reverse expectations or
stereotypes?
Ask Yourself
?
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For example, if a Mature has lost his sense of
purpose at work and begins to perform at bare
minimum, you might find a strategy for
acknowledging what he has sacrificed for the
company in the past, giving him a symbolic reward
that demonstrates your respect for his talent and
time on the job. Remember, when this generation
as well as the Boomersretires, you may face
challenges replacing individuals with a wealth of
experience. Keeping older generations focused and
interested may be one of your greatest investments.
As another example, a team comprising young
Generation-Ys seems bored and, as a consequence,
wastes valuable time surfing the Web or text
messaging friends. Consider their penchant for
change: Provide opportunities to learn new skills and
reward their ability to exchange projects with peers,
which can inspire both innovation and teamwork.
This generation is accustomed to learning in a
technologically driven, fast-paced environment, and
they feel valued when you give them the chance to
show their potential for growth.
Though strategies may vary, these examples illustrate
that for every generation, demonstrating gratitude
has a powerful effect.
Figure 2. Accounting for a diverse workforce by
incorporating a variety of recognition strategies
creates meaningful ways to reward an evolving
employee base.
Although we discuss specific differences related
to the current workforce below, ITAGroup doesnt
stop there. We consistently and thoroughly address
the bigger pictureand our strategies are
grounded in awareness that your employees
are your greatest asset.
Global workforce
In an increasingly global business environment,
its also important to recognize the need to develop
international, cross-cultural solutions that appeal to
a wide-ranging, global workforce. With this global
connection comes the responsibility to enhance
recognition and reward programs even more. Part of
this charge entails choosing the types of recognition
and rewards that are most appropriate and
motivational for a multi-cultural employee base.
In Europe, for example, food and wine rank highly
as popular awards, while in Latin America,
merchandise vouchers and gift cards tend to be
favored. Additionally, in some parts of the world,
rewards made of certain materials may be
considered unsuitable; while in other areas,
employees may view certain color choices
negatively.
Generational differences
Although each individual comes to your workforce
with individual abilities, needs, and personalities, it
can be useful to note generational differences that
might speak to specific motivational strategies.
The most common groupings of generations are
the Matures, the Baby Boomers, Generation-X, and
Generation-Y. Listed below are qualities for which
each of these groups is known.
Using the qualities listed in Table 1, you can tailor a
motivational strategy that will appeal to values
specific employees have been raised with.
Table 1: Generational Attributes
Matures Baby Boomers Generation X Generation Y
Hard work Rights Diversity Caution
Dedication Space Caution Change
Sacrifice Travel Technology Optimism
Respect Optimism Playfulness Confidence
Duty Teamwork Self-reliance Achievement
Honor Personal growth Pragmatism Diversity
Duty
Building a Recognition and Reward Program
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Building a Recognition and Reward Program
The overall goal of a recognition and reward
program is this: to increase employee engagement.
Invariably, a recognition and reward program should
not simply create happy, appreciated employees; it
should be linked to overall business performance.
You want a program that reinforces your overall
business strategies, but what does that mean?
It means that a
recognition and reward
program should
reinforce what you
want employees to do
and reward how you
want them to do it.
Establishing these links
between the companys
strategic objectives
and the employees performance is often one of the
most overlooked pieces when building a recognition
and reward program.
Building a recognition and reward program that is
right for you requires following a process that
uncovers what matters most to you and your
employees. The process
should include unique
and resourceful
solutions, frequent
evaluation, and
efficient monitoring to
ensure that you stay
on track to deliver the
appropriate outcomes.
The overall program-design process incorporates the
following 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 programs overall success.
Conduct upfront analysis
Its easy to make improvement
suggestions by providing a one-size-
fits-all solution. And its easy to hand
out awards. Conducting an upfront
analysis, however, often resolves organizational
challenges at the onset. For example, it can uncover
when employee performance is not aligned with
company objectives, when current incentive
initiatives dont provide ROI, or when best practices
are not in effect.
An upfront analysis
should look at four
distinct elements of
an organization:
1. Business Strategy.
What is your
corporate mission?
What are your
current business
issues? What are
your key business metrics? Which key factors
impact each business issue?
2. Corporate Culture. How does your organization
view non-cash performance initiatives? How are
these currently being used?
3. Data Analytics. Which metrics define employee
behavior? What performance gaps and variability
exist in this data set?
4. Employee Perception. How do employees regard
recognition and reward programs?
A good recognition and reward
program drives employee
behaviorit rewards the right
kind of performance in ways
that are meaningful to your
company and your employees.
Tip
Effective recognition and
reward programs are dynamic
cycles of analysis, strategy,
implementation, and review
cycles that are built into the
way ITAGroup does business.
Targeted Value
Many companies dont realize
how much they currently
spend on employee
recognition efforts because
efforts are so fragmented.
A thorough assessment can
demonstrate how consolidated
efforts improve performance
and maximize budgets.
Tip
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Figure 4. Taking into account each of these
perspectives provides a holistic view to form
an effective program from.
Once you have a good understanding of these
influences, you need to capitalize on these
perceptions to build a foundation for future change.
This requires key stakeholders in your organization
to next:
Identify business issues. Analyze historical
performance data.
Identify the behaviors your organization wants
to reinforce. This often entails gap analysis to
determine current performance versus desired
performance.
Identify the behaviors the organization wants
to change.
Incorporate your analysis into a specific
recognition and reward program.
Establish success measures.
Garner executive-level buy-in
A recognition and reward program must
be more than a program that exists only
on paper. It requires its leaders to walk
the talk and demonstrate commitment
to the program over the long term. You want your
program to reflect consistently throughout all levels
of the companyand youll find it performs best if it
works its way from the top down.
Youll want to ensure that no conflicting goals arise
that may cause the program to derail. Its also a
good time to see what initiatives can be
consolidated and
maximized. At the
same time, you need
to ensure that
everyoneexecutives,
management,
employeesare
working toward a
global organizational
goal and vision.
To support a program, management needs to fully
understand its benefits. Initial analysis and
assessment should focus on gathering enough
information to show the possible benefits of a
reward and recognition program. Once youve
received executive buy-in, you essentially join forces
in your efforts to build a recognition and reward
program. Not only do you start to assemble actively
involved participants, you get champions of the
program as well.
Develop a needs-based design
With the right motivation and a
strategically designed approach that
aligns with corporate culture and goals,
your employees can drive corporate
performance. Most successful employee recognition
and reward programs today incorporate a
combination of individual and team-based awards.
Programs focused on productivity and sales generally
reward individuals for product revenue and overall
goal attainment.
Audience
Perceptions
Data
Analytics
Business
Strategy
Corporate
Culture
Executive buy-in ensures that
employee performance is
aligned with corporate
objectives. In other words,
it guarantees that the vision
described at the executive
level is incorporated into the
actions of your employees.
Targeted Value
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As you design and develop a recognition and reward
program, you want to ensure that you create an
environment of celebration and reward. You can do
this in several ways:
Ensure that executives and managers are
supportive, engaged, and believe in the program.
Create employee movement by offering
recognition and rewards that motivate your
specific workforce.
Be aware of the existing environment and address
any necessary changes.
To provide a balanced recognition environment, you
should plan to incorporate three types of
recognition:
1. Day-to-day. This type of recognition, which
includes thank-you notes, e-mails, and phone
calls, should be used on an ongoing basis. Design
programs of this type to recognize behaviors that
support organizational values.
2. Informal. This type of recognition, which includes
team lunches or low-cost mementos, should
recognize individuals or teams for progress
towards specific goals or milestones.
3. Formal. This type of recognition consists of a
structured program with a defined process. It tends
to be public, taking place at an annual meeting or
other formal recognition event that is branded,
themed, and facilitated by senior leadership.
Communicate the program
Since a recognition and reward
program represents a sizable investment
to an organization, communication
about the program is key to its success.
Employees should be aware of the program and that
it can yield significant
rewards. They should
also see program-
related materials often
to generate awareness
and enthusiasm.
A recognition and reward program requires
participation, and that participation comes with
effective, clear communication.
Not only is it imperative to create initial interest in
the program, it is necessary to encourage that
interest by establishing a consistent communications
campaign. This can be done in a variety of ways.
For example:
Call attention to the
program and its
accompanying
message by sending
out blast e-mails
and creative
marketing
communication
pieces upfront.
Involve participants by communicating to them
throughout the life of the program with follow-up
information.
Make information about the program accessible by
posting it in a highly visible place and keeping it
top-of-mind.
Do not overlook the
value of integrating
communications with
program design. After
all, a recognition and
reward program is
really a targeted
marketing campaign.
When the right
communications are in
place, you ensure that
employees not only
understand why they
are being recognized,
but they know the value of actively participating in
the program.
A multi-media approach
How you communicate your message depends on
the situation. However, it is critical to use multi-
mediayou want to get your information across in
as many ways and as often as possible.
Regardless of the approaches you choose to
implement, you want to ensure that the correct
message is communicated. Once youve determined
the behaviors you want to recognize, you want to
reinforce those behaviors in an accurate, meaningful
way.
Train all participants
Training is crucial to program
effectiveness. No program can run
effectively if managers dont know or
understand how to give rewards. And
no program can run effectively if employees dont
know or understand
how to earn rewards.
Managers must be
trained to recognize
results. Beyond that,
they must be trained
how to communicate
the program structure,
criteria, and rewards.
At the same time, employees must learn why the
program matters and how to participate in ways
that matter.
Effective communication
captivates and engages your
audience.
Targeted Value
Be sure to communicate the
link between performance
and company objectives.
You want to foster a greater
understanding of organizational
goals by showing how each
employees actions contribute
to the overall success of the
company.
Tip
Communication matters!
During an ongoing three-year
program, monthly
communication was
temporarily eliminated.
The results? When compared
to the same month during
the previous year, program
participation decreased by
16%, sales activity decreased
by 76%, and revenue
decreased by 144%.
Case Study
Training and recognition and
reward programs often go
hand-in-handthey naturally
integrate program significance
with the how-tos of
performance.
Targeted Value
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Building a Recognition and Reward Program
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When it comes to training, you should do the
following:
Incorporate information about your program
during employee orientation. As you educate them
about your organizational values and business
goals, you can show how the recognition and
reward program supports these objectives.
Provide clear expectations of each employees
roles and responsibilities along with the
opportunities provided by the program.
Offer recognition forums on a regular basis that
share best practices. Use this time to reinforce
information about the program to both
management and employees.
Use online tutorials to facilitate recognition
training.
Give managers the tools they need to help them
participate actively in the program. For example,
provide a tool kit that lists recognition best
practices, program-branded material, celebration
checklists, etc.
Hold workshops that feature outside educators
who specialize in one of your program
components.
Measure your training results.
Selecting ambassadors
There is tremendous value in providing program
ambassadorsemployees who specialize in program
specifics and can communicate that information
articulately and
enthusiastically. These
employees serve as
internal champions for
the program,
generating both
information and
excitement throughout
the life of the program.
Although you can choose ambassadors in a variety
of ways, youll find that they often volunteer based
on their belief in the program. Regardless of the
selection process, youll want to choose ambassadors
who will do the following:
Engage in the program themselves
Mentor others
Motivate others
Explain to others
Work well with others
Manage the program
You can determine program success
through tracking, progress reporting,
ongoing analysis, and effective
account management.
Operation and administration of the program entails
a large portion of a recognition and reward program.
Its easy to get
overwhelmed with the
volume of information.
As part of managing
the program, youll
want to do the
following:
Identify the information you want to track and
report
Determine methods for tracking, reporting, and
analysis
Identify areas of improvement
Look at the data thats gathered from an overall
perspective
Operation and administration
Most reward and recognition programs today are
managed 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 and
recognition programs on an ad hoc basis or relied on
individual departments or regions to run disparate
initiatives.
Today, you will want to make sure whether you build
your online platform internally or use an outside
partner, like ITAGroup, that your system integrates all
your reward and recognition efforts and includes the
necessary 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 a
small incentive or award for
time and effort.
Tip
As with any administrative
process, youll want to ensure
that participants receive
regular feedback.
Tip
Only require management
approval for top awards;
otherwise the process may
become too administratively
burdensome to be practical.
Tip
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Measure your success
How do you want to measure the
success of your recognition and reward
program? What kinds of successes are
you looking for? Do you plan to use a
scorecard? These are the types of questions you
want to answer as you start to build a program.
Its here where you
validate expenditures
and show the return
on investment. Its
here where we can
understand program
performance, provide
feedback, and provide
program justification.
Regardless of the
specifics of a
recognition and
reward program, we use both qualitative and
quantitative metrics. Quantitative and qualitative
success measures both add value. Goals should be
fair and obtainable.
Measurement strategies ensure that your program
optimizes performance. While success can be
determined in a variety of ways, it should ideally be
customized to track and connect the type of success
that matters to your company. You can, for example,
track the following:
Participation
ROI
Productivity
Sales and referrals
Customer &
employee
satisfaction
Customer & employee retention
ELTV
Success stories
Weve included the following examples to
demonstrate how recognition and reward programs
make a difference.
Example one
A global producer and marketer of disposable
foodservice products merged with a competitor to
become a multi-billion dollar corporation.
Management decided to implement a recognition
and reward program that built successively on both
individual and team behaviors.
What was their overarching objective? They chose to
focus on employee retention in the midst of their
new organizational structure. In doing so, they
hoped to create a cultural shift in the company that
communicated the vision of the organization in
moving forward.
The program
integrated behaviors
the company wanted
to reinforce by
recognizing how
business success was
achieved through the
contributing factors of
commitment,
leadership, individual
achievement, and teamwork. Incorporating individual
and team awards with service and performance
awards provided the means to recognize innovation
and cost-savings techniques. This successive building
of behaviors encouraged both daily consistency and
established the importance of ongoing contributions
throughout the year.
What were the results? Besides turnover reduction,
the company saw cost-savings ideas generated and
implemented, productivity improvements, increased
employee engagement, and increased customer
loyalty. These improvements resulted in double-
digit sales growth.
Example two
For a leading soft-drink manufacturer and
distributor, management recognized the need to
better integrate their cross-cultural workforce. They
knew they had to respond to the changing
requirements of their company as they expanded
internationally.
Their goals? To develop a recognition and reward
program that offered fair rewards for an increasingly
global workforce. This design entailed addressing the
objectives of the world-wide workforce on multiple
program levels: peer to peer, manager to employee,
and mega-performers. Addressing these multiple
levels provided a means to encourage the flow of
recognition throughout the company and involve all
organizational levels. Through a simple recognition
strategy, employees could be awarded points that
they could redeem for culturally-specific award
options through localized customer service
representatives.
As a result of the initiative, the program has become
a part of the overall corporate culture, which has
translated into significant increase: 72 percent of
participants report improved morale.
As you gather data to measure
the success of your program,
its a good idea to identify
company best practicesthe
practices that ultimately
support corporate objectives
that can be benchmarked both
in your organization and
throughout your industry.
Tip
Using scorecards that are
customized for each program
ensures that you measure the
information that really
matters to you.
Targeted Value
Successful recognition and
reward programs rely on a
definitive commitment to
excellence and a willingness to
make necessary adjustments
and address changing needs in
order to end up with a better
outcome.
Targeted Value
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Technology considerations
As referenced earlier under Manage the Program-
Operation and Administration, the online platform
chosen to operate your recognition and rewards
program is vital. Whether you build the platform
internally, or partner with a company like ITAGroup,
it is important to utilize a platform that is easy to
use and modify yet still capable of handling the
large scale complexity that your program may
require. ITAGroup offers two unique recognition and
reward platform solutionsPerformanceSuite

Pro
and PerformanceSuite

Enterprise.
PerformanceSuite Enterprise is designed to handle
the most complex program needs and allows
for maximum levels of customization and
advanced rules and rewards structures.
The platform is fully customizable to an
organizations specific program needs.
PerformanceSuite Pro is designed to power a more
basic program structure yet allows for moderate
levels of customization while providing an
organization quick speed to market and lower
cost of entry.
The following offers a look at select features
of the PerformanceSuite Pro platform.
Works Cited/Consulted Conclusion
20
Works Cited/Consulted
100 Best Companies to Work for. Fortune and Great
Place to Work Institute.

Cable News Network, 2008.

The Economics of Humanity in Business. Executive
White Paper. FORUM: For People Performance
Management and Measurement. Summary of Frank
Mulherns report, Pulling Together: The Increased
Role and Impact of People in Organizations.
Economist Intelligence Unit Report, 2008
[www.eiu.com].
Engaging employees to drive global business success:
Insights from Mercers Whats 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 Drives
Employee Engagement. The 2003 Towers Perrin
Talent Report.
Conclusion
A successful recognition and reward program
requires precision, planning, and execution. You want
a program that is well-designed and well-structured,
a program with well-defined standards that allows
for meaningful results.
About ITAGroup
ITAGroup is a full-service performance improvement
company focused on improving business
performance through people. Since 1963, we have
driven powerful and proven results through sales
incentives, recognition and reward initiatives,
business-to-business loyalty solutions, product
launches and business meeting and group travel
coordination.
In the ever-changing economy, partnering with an
expert in human capital is more beneficial than ever
before. At ITAGroup, we work with you to build and
execute programs that satisfyand consistently
exceedyour objectives. Together, we address the
specific needs of your organization and develop a
customized recognition and reward program that
provides improvements in the way you do business.
With our expertise, you can achieve your goals, while
making your company more profitable and a better
place to work.
ITAGroup is a founding trustee of the Forum for
People Performance Measurement & Management
(www.performanceforum.org) and a member of
Recognition Professionals International
(www.recognition.org).
For more information on how implementing a
recognition and reward program can positively affect
your corporations overall performance improvement
strategy, visit our website at www.itagroup.com.