Incentive programs in the post carrot era - IRF Presentation
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Presentation at the June 2010 EEA Networking Event by the IRF on incentive travel program effectiveness.
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Incentive programs in the post carrot era - IRF Presentation
- 1. Incentive Programs in the Post-Carrot Era (?) MelissaVanDyke Engagement Expo June 2010 1
- 2. GOAL:DEEP DIVE How Successful ITP Meets Extrinsic and Intrinsic Motivational Needs How to reshape programs Concrete information 2
- 3. 3 The Study XYZ Corp 2008 Incentive Travel Program Quantitative, Qualitative, Financial 3
- 5. Enhance productivity or business objectives
- 6. Reward based on a achievements
- 7. Set forth by management4
- 8. CEO of XYZ on their ITP: 5 “[it] would be the last thing we would eliminate before we turn the lights off”
- 9. 6 Benefits of Success Financial Goals Higher Performance Retention Culture Recognition 6
- 10. Financial Results 7 Net Operating Income Was Significantly Higher for Program Participants 7
- 11. People Results 8 Higher Performance Levels Longer Tenure 8
- 12. 9 Culture “the incentive travel program creates a certain type of culture where people’s performance and contributions are appreciated.”
- 13. 10 Motivation The incentive travel program is a good incentive to drive performance.
- 14. 11 Appreciation The incentive trip made me feel that the company truly appreciates me.
- 15. 12
- 17. Communi- cations
- 18. Design
- 19. Hosts
- 22. Communi- cations
- 23. Design
- 24. Hosts
- 27. Communi- cations
- 28. Design
- 29. Hosts
- 32. Communi- cations
- 33. Design
- 34. Hosts
- 37. Communi- cations
- 38. Design
- 39. Hosts
- 42. Networking
- 43. Collaboration18
- 45. Networking
- 46. Collaboration19
- 48. Networking
- 49. Collaboration20
- 50. 21
- 51. Incentive Programs in the Post-Carrot Era (?) MelissaVanDyke Engagement Expo June 2010 22
Notes de l'éditeur
- How Successful ITP Meets Extrinsic and Intrinsic Motivational Needs Reshape programs to meet org goals and build lasting relationshipsPowerful Relationship Building ToolConcrete info to apply to how business engages people
- criteria for the reward were clearly tied to business objectivesclear and consistent, and on-goingdesign of the travel programExecutives and key managers acted as hosts to reinforce the company’s commitment to the reward program and recognitiondetailed records that prove the productivity – financial results
- criteria for the reward were clearly tied to business objectivesclear and consistent, and on-going communicationsdesign of the travel programExecutives and key managers acted as hosts to reinforce the company’s commitment to the reward program and recognitiondetailed records that prove the productivity – financial results
- criteria for the reward were clearly tied to business objectivesclear and consistent, and on-going communicationsdesign of the travel programExecutives and key managers acted as hosts to reinforce the company’s commitment to the reward program and recognitiondetailed records that prove the productivity – financial results
- criteria for the reward were clearly tied to business objectivesclear and consistent, and on-goingdesign of the travel programExecutives and key managers acted as hosts to reinforce the company’s commitment to the reward program and recognitiondetailed records that prove the productivity – financial results
- criteria for the reward were clearly tied to business objectivesclear and consistent, and on-goingdesign of the travel programExecutives and key managers acted as hosts to reinforce the company’s commitment to the reward program and recognitiondetailed records that prove the productivity – financial results
- criteria for the reward were clearly tied to business objectivesclear and consistent, and on-goingdesign of the travel programExecutives and key managers acted as hosts to reinforce the company’s commitment to the reward program and recognitiondetailed records that prove the productivity – financial results