Less than half of your employees are satisfied with their reward and recognition programs, despite increased spending among companies to improve these programs. Why? In her virtual conference webcast, “I Can’t Get No…Satisfaction”, Michelle Pokorny, Solution Vice President for Employee Engagement and Recognition at Maritz Motivation Solutions will share results from a recent study aimed at helping employers gain key insights on what impacts the success of an employee reward and recognition program.

1. Michelle Pokorny
Solution VP – Employee Engagement
and Recognition
HR.com webcast, October 30, 2012
“I Can’t Get No… Satisfaction!”
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2. Employee Insight Study of Over 1000 U.S. Employees Conducted by Maritz (October 2011)
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3. How Are Doing?
Quick Poll…
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4. Impact of Meaningful Reward and Recognition
Of those who do feel Of those who do not
meaningfully Engagement Indicators feel meaningfully
rewarded & rewarded &
recognized recognized
82% would strongly endorse my 27%
company to friends and
family as a great place to work
82% feel their workplace is a 30%
great place to work.
86% would stay with their current 44%
company if given the chance to
do the same work at the
same pay for a different
company.
86% feel motivated to go 40%
beyond my formal job
responsibilities to get the
job done.
Employee Insight Study of Over 1000 U.S. Employees Conducted by Maritz (October 2011)
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5. When Consistently and Meaningfully Recognized,
2012 Maritz Engagement Poll
Top Line Engagement Doubles
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6. 1 2012 SHRM
2 2011 BlessingWhite Employee Engagement Report
3 2011 Aberdeen Group, “The Engagement/Performance Equation”
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7. What‟s the Impact of
Programs?
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8. Current Impact Potential Opportunity
450
The Number of Employees who
1,000
The Number of Employees who
feel meaningfully rewarded and feel meaningfully rewarded and
recognized. recognized.
$225K Benefit $ 500K Benefit
$250K Cost $ 250K Cost
$-25K Net Impact $ 250K Net Benefit
(Benefit – Cost) (Benefit – Cost)
$275K Missed Potential
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9. Current Impact Potential Opportunity
4,500
The Number of Employees who
10,000
The Number of Employees who
feel meaningfully rewarded and feel meaningfully rewarded and
recognized. recognized.
$2.25M Benefit $5.0M Benefit
$2.5M Cost $2.5M Cost
$-250K Net Impact $2.5M Net Benefit
(Benefit – Cost)
(Benefit – Cost)
$2.75M Missed
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Potential

10. How Do We Know
to People?
9

11. Deeper Insights into Human
Motivation and Forces at Play
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12. A bridge between the latest
human science research and the new normal
of today’s business environment.
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13. People Principles
People are
rational and
emotional.
People are
individual and
social.
People are driven by
multiple
motivators.
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14. People Are Driven By Multiple Motivators
acquire bond
Drive to acquire Drive to engage,
stuff, status, cooperate, “fit in”
rewards, resources to the community
choice
Drive to defend
„what‟s ours‟: Drive to “create”
status, stuff, ideas, better self, team,
relationships… organization, world
defend create
Based on the work of Paul Lawrence and Nitin Nohria at Harvard Business School
©2012 The Maritz Institute. All rights reserved.
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15. The
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16. Forces at Play
• Age of participation
and collaboration
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17. Forces at Play
• Age of
globalization
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18. Forces at Play
• Age of
creative
society and
human spirit
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19. Thrill-seeking Community Freedom
Novelty Meaning Passion
EXPRESSION Collaboration Authenticity
Experimentation Self-expression
Challenge Competition Materialism
SUCCESS Ambition Achievement Prestige
Action Independence Recognition
Thrift Authority Acceptance
SECURITY Heroism Tradition
Protection Conformity
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20. EXPRESSION
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21. Do you Sense This Shift and These
Forces
Quick Poll…
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22. Employees are People First
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23. New Science, New Shift, New Approach
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24. Programs as
Places of Engagement
customer
Express
Success
Security
Purpose
Express & Values Express
Success Success
Security Security
employee channel
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25. Deeper Participant Understanding
Intentions
What do I Behaviors
plan to do?
What did I do?
Attitudes
How do I feel?
How do I feel?
Impact
Awareness What was the
benefit to me and
others?
What am I aware or
knowledgeable of? VALUES &
GOALS
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26. What are
Values are beliefs tied inextricably to emotion,
not objective, cold ideas. They are…
– a motivational construct
– abstract goals
– standards or criteria
– ordered by importance Schwartz, S. H. (2005). Basic human values: An overview.
Retrieved from
http://151.97.110.134/Allegati/convegno%207-8-10-
05/Schwartzpaper.pdf
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27. Employee Values Study
• Insight Study of Over 1000 U.S. Employees conducted by Maritz in late 2011
• Objective: understand employee values, attitudes, intentions, and reward
and recognition preferences and how these impact program effectiveness and
engagement. Study captured:
– Employee’s personal values 1
– Employee’s work-related goals
– Perceived company goals and values
– Reward and recognition preferences
– Motivation of program/elements
– Satisfaction with company environment
(support, communication, alignment)
– Engagement
1- Based on Schwartz Values Inventory and Model of Motivational Values profiles– proprietary segmentation
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28. timing
theme
message
method
reward
rules
What‟s important to me as a person
What‟s motivating to me in a program
What I think of the company and environment
My past program experience with you
If it “gets through” my filters, my reaction to the stimulus:
I notice it
I form an attitude about it
I intend to act on it
I act on it
It positively influences my engagement 27
(as an employee) Proprietary and Confidential © 2012 Maritz

29. Proprietary and Confidential ©© 202 Maritz
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30. Primary Value Segments for U.S. Employees
The Drivers 24% The Stabilizers 33%
Onward and Upward Stay the Course
Achievement and Power Tradition, Security and Conformity
The Altruists 17% The Pioneers 26%
Make a Difference What’s Next?
Universalism & Benevolence Self-Direction and Stimulation
N=1007 responding to a Motivation Study of Over 1,000 U.S. Employees, Conducted by Maritz (October 2011)
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31. Pioneer Preferences
Social
• I like to be connected with other “thinkers”,
“innovators” and “challengers”
• I am interested in opportunities to contribute and
connect with new people and places to meet
informally
• Sharing stories, best practices, and opportunities to
collaborate with others on ideas appeals so me
Learn/Create
I am self-directed and enjoy freedom, • I enjoy learning in a broad range of areas not
flexibility, taking risks, variety and choice limited to my job
• I seek opportunities to learn as a source of
I would like an opportunity to create my own stimulation
program. If I am given a goal, I want total flexibility • I like to create new ideas, ways of doing something
in how to achieve it and enjoy art, writing and self-expression
Communications Rewards
• Ask me, include me, don’t tell me. Show me you • Give me plenty of reward choices
value my input • I find opportunities to contribute ideas on special
• I like messages that convey partnership and projects, strategic planning and service projects
are positive, pragmatic, authentic, rewarding
individualized & energetic • Learning opportunities are also viewed as
rewards
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32. Stabilizer Preferences
Social
• I am interested in opportunities to contribute and
connect as a team
• Being able to congratulate/recognize others also
appeals so me
• I can’t wait for Us to succeed and then
recognize Me as a contributor to Our
success
I appreciate programs that allow me to contribute to Learn/Create
success that are clear and balance risk and • I seek opportunities to participate in events--
reward. creating traditions and stories
I would like team recognition to keep good • I like the opportunity to provide input & contribute
relationships vs. competition. but may not lead
If I am given a goal or objective, I want the rules to
be clear Rewards
• I find experiences that can be shared with my
Communications family very rewarding
• My confidence is higher when a business • Increased learning opportunities are also viewed as
strategy is in place and communicated rewards
• I want frequent communication and • I like special non-expected perks like baseball
feedback tickets or hockey tickets
• I like communication in all forms and would rather
be over communicated vs. under
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33. Altruist Preferences
• I am interested in opportunities to meet face-to-
face with smaller groups
• I prefer social and community
environments where collaboration and
contributions are respected
• I like to be connected to curious & intellectual
individuals with common goals & passions
Learn/Create
• I enjoy learning in social/community
environments
I am rewarded by personal acknowledgement, • I want to choose opportunities to learn and not
personal time and the ability to ”pay it be assigned
forward”. I like the opportunity for unique • I like interesting projects that are innovative and
learning and cultural experiences meaningful
I would like an opportunity to create my own
program Rewards
• I appreciate the ability to choose on service and
Communications recognition awards
• Be transparent, share the facts & admit • I enjoy time off with my family as a
mistakes reward
• I like face-to-face messages that are
sincere and authentic
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Social

34. Driver Preferences
Social
• I like to be connected with “like minded” and
action-oriented” people
• I enjoy the opportunity to share and discuss but
also be in charge
• Competitive teams appeal to me
Learn/Create
• I am success-minded and motivated by competition
and being challenged
I am success-minded and motivated by • I enjoy sharing knowledge/stories
competition and being challenged • I seek relevant knowledge to make me
smarter and more successful
I am rewarded by receiving high-profile • I like to create and learn in smaller groups
projects, public recognition and status
Rewards
I want to choose my own goal and challenge structure • Give me my choice of reward
• I find opportunities to contribute ideas on special
Communications projects, strategic planning and service projects
• I appreciate frequent feedback on how I am doing rewarding
• Tell me how I can be more successful • High profile projects are also viewed as
• Challenge vs. tell me rewards
• I like fact-based specific messages • I would not appreciate sweepstakes
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35.  More often Manager and  More often non-
C-Suite management
 Most often 25-34; less  More often have
Drivers often over 55 yrs.
 More often consider their Stabilizers
„predictable jobs‟
jobs as „part of their
identity‟
No statistically relevant difference by gender, industry or income
 Less often employed
 More often remote full time
workers  More often non-
 More often full time management
Pioneers  More often
single/never married
Altruists  More likely to agree
my job is „just
something I do‟
Altruists (70.9%) and Stabilizers (74.4%) are more likely to be over 45 years old
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36. Key Study Insights
• Driver employees more often
completely satisfied with the
company‟s efforts to reward and
recognize.
• Drivers – 46% agree
• Altruists – 32% agree
• Stabilizers – 32% agree The Drivers 24%
Onward and Upward
• Pioneers – 31% agree
Achievement and Power
• Drivers more often agree reward and
recognition is a major component
of their culture
• Need for programs and experiences to
be more appealing to the rest…
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37. Key Study Insights
• Respondents most often identified US Company Values Segment
organizational value to be Driver.
• Organizational value impacts
employee engagement
– Highest engagement with
Pioneer or Altruist companies…
even when employee holds
different personal value.
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38. Key Study Insights
• Employee value and company value were shared only 28% of
the time.
– When values are shared, higher engagement is indicated
on most (15 of 23) individual engagement items.
– More often shared by employees under age of 35
Of those with matching values
MATCH ADJACENT OPPOSITE
to their companies, more are in
the under 35 age group
34%
32%
26%
25%
23%
25%
26%
26%
20%
16%
19%
29%
<35 35-44 45-54 55+
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39. Key Study Insights
• All engagement measures and overall
engagement index are higher when
employees are meaningfully rewarded and
recognized.
• Employees who rank symbolic status
rewards and charitable donations in their
name appealing as part of a top performer
reward and recognition program more often
agree they are rewarded and recognized for
their work performance in ways that are
meaningful to them.
• Leadership messaging on program
importance and satisfaction with manager
efforts around reward and recognition is
correlated with higher engagement.
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40. Engagement outcomes increase as leadership support
for reward and recognition increases
Mean ratings comparison: My company’s leaders express the importance of reward and recognition.
1 Strongly Disagree 2 Disagree 3 Neither Agree nor Disagree 4 Agree 5 Strongly Agree
5
4
3
2
1
5
E1_13 Overall, I am E1_14 I would be very happy E1_15 If I could, I would E1_16 I would strongly
completely satisfied with my to spend the rest of my invest my own money in my endorse my company to
job. career with my company. company. friends and family as a great
4 place to work.
3
2
1
E1_17 I look forward to E1_18 If I had a chance to E1_19 I am proud to work E1_20 My workplace is a E1_21 I feel motivated to go E1_22 I feel good about the
coming to work every day. do the same work at the for my company. great place to work. beyond my formal job ways my company
same pay for a different responsibilities to get the contributes to the
company, I would stay here. job done. community.
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41. Engagement outcomes increase as managers’ personal
efforts to reward and recognize increase
I am completely satisfied with my manager’s personal efforts to reward and recognize his/her employees.
1 Strongly Disagree 2 Disagree 3 Neither Agree nor Disagree 4 Agree 5 Strongly Agree
5
4
3
2
1
5
E1_13 Overall, I am E1_14 I would be very happy E1_15 If I could, I would E1_16 I would strongly
completely satisfied with my to spend the rest of my invest my own money in my endorse my company to
job. career with my company. company. friends and family as a great
4 place to work.
3
2
1
E1_17 I look forward to E1_18 If I had a chance to E1_19 I am proud to work E1_20 My workplace is a E1_21 I feel motivated to go E1_22 I feel good about the
coming to work every day. do the same work at the for my company. great place to work. beyond my formal job ways my company
same pay for a different responsibilities to get the contributes to the
company, I would stay here. job done. community.
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42. Importance of Direct Manager on
Satisfaction and Meaningful R&R
Three of ten employees most As satisfaction with direct manager’s efforts
prefer recognition from their direct to reward and recognizes increases, all eight
manager or supervisor. engagement outcomes (say, stay and strive)
increase significantly.
5
Peers Direct
21% mgr. 4
30%
3
2
1
Strongly Disagree Neither Agree Strongly
Senior Disagree Agree nor Agree
mgt. Disagree
49% I am completely satisfied with my manager’s personal efforts to
reward and recognize his/her employees.
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43. Key Design Insights and Implications
Communications
• Can have the greatest impact in reaching and motivating
distinct employee value segments.
– Message framing by value segment – a program or
reward may be compelling, but WHY may vary
– Leadership support through communication and action
– Alignment to company/brand values and strategy
Training
• Can improve meaningfulness and effectiveness of recognition
given.
Rewards
• Reward choice is consistently, highly valued in all employee
segments.
• In top performer or formal/organizational programs, symbolic
status awards and charitable donations can be
meaningful reward options.
• Choice of interesting/challenging projects is more
appealing to Pioneers and least appealing to Stabilizers.
Structure
• Consider offering/including both team and individual
incentive and recognition opportunities.
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44. Impact Examples from Study Data
• An e-card only recognition is
motivating 30% of your people.
– Add option to receive award
points and bump it up to 50%!
• A top-performer travel programs are Using Insight to
motivating 30% of your people. Better Motivate
– Add formal recognition in front More of Your
of others and bump it up to People
54%!
• Gift card rewards are motivating 46%
of your people.
– Add a „choice of interesting
projects to work on‟ option
and bump it to 66%!
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45. Communications Company Study Results
Situation: Client wanted to learn more about effectiveness of current programs and
how best to motivate employee representatives to up and cross-sell
100%
90%
Communications Gap as Compared with National Study Strongly
Agree (5)
80%
Agree (4)
70%
60%
>19%
50%
>6% >15% 13%
40% >5% 12% 7% 44%
14% 38% 8%
30% 8% 34%
6% 6% 30%
20%
27% 26%
24% 24%
10%
0%
CLIENT MARKET CLIENT MARKET CLIENT MARKET CLIENT MARKET
Insights:
• 40% of surveyed employees not recognized in ways meaningful to them.
• Opportunity for better management support, better communications (14% worse
than market baseline) and perceived „opportunity to earn‟.
• Majority (76%) fell into three primary value segments: Drivers, Altruists and Pioneers.
• Modified program structure and communications approach based on segments.
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46. Proprietary and Confidential © 2012 Maritz 46
46

47. Recent Article
“Engagement is forged
with different tools:
trust, loyalty, open
communication, clearly-
articulated goals and
expectations, shared
values and well-
understood reward
systems.”
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48. Recent Article
“Meaning, then, is
something like a
responsibility — not
merely a need. It resides
and resounds, like the
human experience, …and
connects us…to the
human world around us.
It is the act of investing in
what we profess to care
about; in caring about
what we profess to love;
in not merely "expressing
our values," but valuing
that which is worthwhile
in lasting human terms…”
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49. Improve Design, Engagement and Mutual Benefit
through Deeper Insight
Individual values and drives > behaviors & choices > program design
elements and rewards > financial measures > overall effectiveness/return
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50. Thoughts?
Questions?
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51. @michpoko
michelle.pokorny@maritz.com
www.maritzmotivation.com/blog
To share info on the study,
maritzmotivation.com/employee-values-study
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