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Choosing the Right Performance Improvement Company
The most frustrating challenge for a corporate executive charged with implementing an incentive program is how to determine what a potential supplier really does versus what it claims. As a first step to sorting through the bewildering options . . .

Determining the Right Mix of Compensation, Benefits, Training and Rewards & Recognition
Organizations that want to ensure they successfully meet recruitment, retention and motivation goals must identify the right mix of compensation, benefits, training, rewards and recognition. But finding the smartest and most effective balance is not simple addition or an easy formula. To map out a winning strategy, managers should be aware of these critical factors . . .

Incentives, Motivation, and Workplace Performance
U.S. organizations spend $100 billion annually on incentive programs, but are they getting their moneys’ worth? While incentive programs can boost performance, most organizations lack the knowledge or will to create programs that can yield desired results . . .

Keeping Your Best Customers for Life
Accelerating technological change is creating new opportunities to engage consumers and BTB customers with sophisticated loyalty marketing programs. Loyalty marketing can require potentially disruptive internal change, both to implement the program and to avoid missteps that alienate loyal customers . . .

SOX and Performance Incentives
Sarbanes-Oxley is giving corporations new reasons to provide a better rationale for expenditures related to compensation, rewards, and recognition. SOX does not mean the end of motivation or relationship-building events, but a new emphasis on their underlying business purpose . . .

The Benefits of Tangible Non-Monetary Incentives
Everybody likes money, but money may not be the effective motivator that many managers assume. Psychological dynamics such as ambiguity of value can cause an incentive program participant to assign a “perceived value” to tangible awards that is greater than their actual cost. With cash, what you spend is what they see . . .

The Economics of Employee Retention
Many executives secretly like turnover, believing it saves money by keeping employees on the low end of the pay scale. But the cost of turnover is almost always greater than the typical employer allocates: in money, product or service quality, and even customer loyalty . . .