Presentation Sample

1. Achieving Corporate Objectives through Employee Engagement
One Source Total Recognition®
Presented by:
John Doe, Senior Vice President
October xx, 2008

2. What Keeps an Employee Engaged? 8 Implementation Process Flow 26
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Agenda
Summing it Up 4
Value Proposition 5
Our Approach 6
Technology Behind the Solution 21
Marketing Communications 24
Formal & Informal Events 25
Top Five Main Employee Organization Concerns 9
 Turnover Employee Turnover 10
 Create a Communication Culture 12
 Inspire Leadership 13
 Continuous Training and Development 15
 Encourage Diversity 16
Organization Concerns Linked with Desired Behaviors 18
Investment Analysis 27
Our Journey to Today 28
Total Recognition Value of Partnership 29
Re-cap: 3 year Anticipated Results 30

4. The New Standard Corporation
Sales and marketing consulting company that provides solutions to organizations to improve employee communication and
develop performance-based programs for increasing customer satisfaction and product quality.
- 4 -
Summing it Up
Top Three Prevailing Themes
 Quality Customer Experience/Satisfaction/Retention
 Engaged Workforce/Dedicated/Recognition Culture
 Improved Growth/sales and sustained Profits
Anticipated 3-Year Results:
 100% Employee Participation
 Increase Employee Engagement by 20 to 30%
 Improve Customer Satisfaction
 Create an Engaging Workplace
 Boost Sales and Profits
 Growth and Development of Employees
 Develop a Recognition Culture
Recognition is a driver that will deliver effective employee engagement, enhance employee motivation and satisfaction, increase
employee productivity, and contribute to improved organizational performance. Organizations that successfully implement employee
engagement programs tend to have a recognition strategy and architecture that are integrated, multi-faced, and multi-tiered.

5. - 5 -
Value Proposition
As a leading provider in global recognition solutions, it has been our experience that people performance starts at the top to
mobilize an organization toward achieving their goals.
 As the nucleus, our client’s priorities help us to link
rewards and performance to corporate goals and
objectives in order to strategically deliver a solution
that supports corporate culture and cultivates
company values.
 It is important that employees not only know their
contribution is valued, but that they are recognized
for their contribution.
 Through our successful program(s) our clients
have measured success not just in terms of money
[spent, saved, earned], but also in terms of
optimizing the return on investment in their
employees.

6. Our strategy is to create brand buy-in internally by creating a points program that will educate, motivate, involve and engage The
New Standard Corporation’s employees to ensure the brand, its message, values, and strategy are effectively communicated
throughout the organization.
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Our Approach
By implementing our One Source Total Recognition® methodology, we can consolidate all
of your employee recognition initiatives under one unique employee recognition program.
 Customized to meet your company’s goals & objectives
 Flexible to accommodate TNS’s changes
 Provide increased efficiency, control and selection

7. The Total Vision Recognition® (Total Vision) is a complete points-based recognition portal that binds
information technology into the fabric of your recognition culture. It provides greater program visibility with
robust backend reporting functionality. Total Vision can handle the demands of companies of all sizes.
This technologically advanced application is adaptable to diverse industries, manages multiple initiatives
simultaneously, and offers extensive customizable features.
- 7 -
Our Approach
One Source Total Recognition® methodology has three phases. Each phase plays a key role in developing a program that is
perfect for your needs.
Phase 1:
Develop
Phase 2:
Implement
An interactive process during which our recognition experts will work with your internal team to understand
your organization’s critical business objectives, mission, vision, core values and desired employee
behaviors. By gathering this information, our team will be able to fully understand your objectives in order
to link them with the desired employee behaviors to determine an appropriate program design.
Phase 3:
Measure
Assessment and measurement is an essential component of the recognition process. Successful
evaluation of an employee’s engagement is through employee assessment tools. The program is designed
to assist your organization in determining the impact made to your solution. Post program data is collected
and compared with pre-program baselines, control group differences and expectations to generate
performance metrics.

9. Employee engagement is defined as "the extent to which employees commit to something or someone in their organization, how
hard they work and how long they stay as a result of that commitment.“
Corporate Leadership Council. (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board.
- 9 -
What Keeps an Employee Engaged?
People  Sr. Leadership
 Managers
Compensation  Pay
 Benefits
 Work/Life Balance
 Physical Work Environment
 Safety
 Intrinsic Motivation & Values
 Work Tasks
 Resources
Opportunities  Career Development
 Recognition
 Company Policies
 HR Procedures
Quality of Life
Work/Values
Processes &
Procedures
Source: Hewitt Associates LLC.
 Coworkers
 Customers
 25% of workers have been at the same job for
less than one year.
 45% of workers want to change jobs every 3-5 years.
 150% is the cost of employee turnover at current
salary level (tangible and intangible).
 A worker will change jobs ten times before age 40.
 18 is the number of months where an employee is
most vulnerable to leaving.

10. TNS’s Top Five Main Employee Organization Concerns
Turnover Employee Turnover
According to the U.S. Department of Labor, it costs one-third of a new hire’s annual salary to replace them. Direct costs
include advertising, sign on bonuses, headhunter fees and overtime. Indirect costs include recruitment, selection and
training and decreased productivity while current employees pick up the slack.
Create a Communication Culture
Employee engagement and communication is important, even necessary, to the success of any organization.
Inspire Leadership
 Step Up Middle Management
The dividends of developing a reputation for ethical leadership leads to fewer legal problems, increased employee
satisfaction, increased employee commitment and increased ethical conduct.
 Engage Senior Leadership
Executives that exhibit a much higher level of engagement in the organization relative to their employees drives
engagement in the organization.
Continuous Training and Development
Organizations that outperform their competitors cite the opportunity for learning and development as one of the most
important elements in building employee engagement.
Encourage Diversity
Today’s rapidly changing demographics and increasing emphasis on a global world continue to move workplace
diversity to the forefront of effective organization strategies.

11. The Cost of Turnover
Call Center Rep
 Estimated turnover cost:
$8,000 - $12,000 depending on industry.
Costs include: advertising, screening, recruiter
salary, manager interview time, trainer salary &
equipment, agent salary while in training and
not in production, cost of learning (mistakes)
during transition to average number of calls.
Retail Worker
 Estimated turnover cost for an 8/hour
employee: $3,500
Costs include: customer service disruption,
emotional costs, loss of morale,
burnout/absenteeism among remaining
employees, loss of experience, continuity, and
“corporate memory”.
- 11 -
SHRM 2005; Q&A: Training & Retaining Good Reps.
“Estimated costs of turnover in the United States
economy: $5 trillion per year. The cost of
disengagement: $300 billion Disengaged employees
miss an average of 3.5 more days per year.”
- Frank, F.D., Finnegan, R. P., & Taylor, C.R.,The Race for
Talent Getting Engaged by Steve Bates, HR Magazine,
February 2004.

12. - 12 -
How Does Your Organization Compare?
“Research shows that engaged employees perform better and are more optimistic about their work goals. Employers
with engaged employees tend to experience low employee turnover and more impressive business outcomes.”
Kevin Sheridan, HR Solutions
Employee Engagement
HR Solutions, Inc, 2007.
59%
16%
Actively Disengaged
16%
25%
Ambivalent
59%
Engaged
25%

13. - 13 -
Create a Communication Culture
Communication is essential for employee
retention, positive morale and good customer
service
Good communication is a hallmark of a high-retention
work environment.
Source: sharedHR Monthly Bulletin, Good Communication results in Employee Retention.
“Engaged Employees demonstrate higher productivity,
loyalty and stamina, and that usually contributes to a
healthier bottom line. They are easier to retain, and
they help foster the retention of their fellow employees.
And employees who are given an even broader culture
of communication yield even greater benefits. They
tend to be innovators and thought-leaders who drive
progress for their organization.”
 In a recent survey conducted by Chart Your
Course, International, 69% of respondents
replied that they would like to see their
supervisors “be better at communicating”.
 In a survey conducted by Watson Wyatt
(2008), employees stated the number on
reason for leaving was the poor relationship
with their supervisors (many attributing this to
poor communication).
 High-access Organizations shares information
and communicating to the highest extent
possible.
Employees, given the maximum information, will
make good business judgments, and react more
quickly to the changing needs of customers and
the environment.
 Low-access Organizations have difficulty in
responding to change, traditional hierarchical
management, failure to change and satisfy
customer needs and poor morale.
Organizations experiencing problems due to low
access to information rapidly can improve a wide
array of issues by improving communications.
- itzblog.com, May 16, 2007.
Good communication:
“An organization
characterized by high
access to information”.

14. 700 people working in a variety of jobs about
how their bosses treated them included men
and women of various ages and races in the
service industry and manufacturing from
companies large and small.
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Stepping Up Middle Management
Source: Wayne Hochwarter, Associate Professor of Management in the College of
Business at Florida State University, Florida State University Study, January 2 ,2007.
“Leading with integrity is at the root of ethical
leadership. Broadly defined, ethical leadership is the
demonstration of normatively appropriate conduct
through personal actions and interpersonal
relationships and the promotion of such conduct
among followers through two-way communication,
reinforcement and decision-making process.”
 The study found that Employees don’t leave
their job or company, they leave their boss.
 39% of workers said their supervisor failed to
keep promises.
 37% said their supervisor failed to give credit
when due.
 31% said their supervisor gave them the “silent
treatment” in the past year.
 27% said their supervisor invaded their privacy.
 23% said their supervisor blamed others to
cover up mistakes or to minimize
embarrassment.
- Society for Human Resource Management. (n.d.). SHRM
HR glossary of terms, October 17, 2005.

15. Hewitt finds that Employee Engagement Higher at Double-Digit Growth (DDG) Companies.
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Engage Top Management
Hewitt found that DDG companies generate higher levels of
employee and executive engagement than SDG companies.
Source: Hewitt, Research Brief, Employee Engagement Higher at Double-
Digit Growth companies: Double-Digit Growth and Engagement. 2004.
People are a key component of any company’s
ability to execute its strategies and achieve its
goals. Companies who are able to better engage
their people also deliver better business
performance and return to shareholders.
DDG companies effectively measure and reward
contribution and employee engagement. Effective
leaders who are committed to growth and success
are at the helm of DDG companies. These leaders
are engaged, motivating, and inspiring their
employees toward a growth mind-set.
 Employee Engagement at DDG Companies (63%)
exceeds average employee engagement at Single
Digit Growth Companies (SSD) by over 20%.
 28% more employees at DDG companies are more
likely to have confidence in their organization’s future
business direction, and to feel that the company is
positioning itself for future growth.
 When looking across all companies, executives’
engagement levels are 25% higher than for other
employees. In DDG companies, however, executive
engagement levels are 33% higher than for other
employees – this manifests itself in how leaders
speak about the company and their confidence in the
future.
 DDG companies have 39% more employees who are
highly engaged, thus contributing even more to the
companies success. Conversely, DDG companies
also have 45% fewer highly disengaged employees
who often drain the company’s ability to perform
effectively.
 DDG companies demonstrate higher levels of
engagement as tenure increases.

16. - 16 -
Continuous Training & Development
40 hours of training a year for every
employee is recommended by The American
Society for Training and Development. This
is consistent with the emphasis employees
place on the opportunity to grow and develop
both their skills and career while employed.
Source: Susan M. Heathfield, About.com, Training: Your Investment in People
Development and Retention, 2008.
“Organizations that invest in opportunities for growth
and learning generate significant returns on employee
retention, motivation, trust and initiative.”
- Strategic Training and Development: A Gateway to
Organizational Success”, SHRM, 1st Quarter 2008.
 The chance for ongoing development is one of
the top five factors employees want to
experience at work.
 Training that helps each employee grow their
skills and knowledge to better perform their
current job is appreciated as a benefit.
 The inability of an employee to see progress is
often a cited reason for leaving an employer.
 Learning provides the basis for personal
growth, job expansion, and career opportunity.
 Top performers are 50% more likely to link
their learning and development strategy to
their company’s strategic plan.
 Training also increases employee loyalty, and
thus retention, and helps attract the best
possible employees.
Source: Raymond Baumruk and Ted Marusarz, Employee Engagement:
Insights into Why It Matters and What You Can Do About It.

17. - 17 -
Encourage Diversity
According to diversity practitioners, the most
successful outcomes that resulted from
effective diversity management in the
organizations were:
It is important for an organization to create
and maintain a work culture that fosters
effective diversity management.
Source: SHRM 2007 State of Workplace Diversity Management: A Survey Report by the
Society for Humban Resource Management, February 2008.
“New, innovative solutions must be continually
created, implemented and evaluated to find, keep and
motivate employees who require different things from
the work experience.”
- “A Workforce Engagement”, WorldatWork Press, 2007.
 Creating a work environment or culture that
allows everyone to contribute all that they can
to the organization.
 Achieving appropriate representation of racial
and ethnic groups.
 Enhancing the ability of people from different
backgrounds to work effectively together.
 96% of HR professionals indicated that this
type of work culture was extremely or
somewhat important for developing effective
diversity management.
 75% of HR professionals believe it was
extremely important for their organizations to
leverage the diverse talents of their workforce.
 94% of HR professionals indicated that
enhancing their employee’s diversity
management skills was extremely or
somewhat important.

18. - 18 -
Diversity Accomplishments
When asked to what
extent their
organization’s diversity
practices accomplished
specific objectives:
More than half (52%)
reported that their
organization’s practices
had created a work
environment or culture that
allowed everyone to
contribute all that they
could to the organization to
a “large extent”.
Source: SHRM 2007 State of Workplace Diversity Management: A Survey Report by the Society for Human Resource Management, February 2008.

19. Organization Concerns Linked with Desired Behaviors
Communication
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Organization
Concerns
Desired
Employee
Behaviors
Create a
Culture
Teamwork
Inspire
Leadership
Transfer of
Knowledge
Encourage
Diversity
Loyalty
Trust
Respect
Think
Creatively
Communicate
Effectively
Company
Pride
Continuous
Training &
Development
Focus on
Achievement
Turnover
Employee
Turnover
Choosing to Engage
Employee Engagement

20. Organization Concerns Linked with Desired Behaviors
Concerned Behaviors Communication Incentives
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Desired Behaviors
ROI Loyalty
• Turnover Turnover
• Create a Communication Culture
• Inspire Leadership
• Continous Training and Development
• Encourage Diversity
• Voluntering
• Mentoring
• Coaching
• Longevity
• Respect for Fellow Worker

21. Organization Concerns Linked with Desired Behaviors
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Incentives
Major
Concerns
Desired
Behaviors
Communicate
Employee Engagement
ROI

22. Organization Concerns Linked with Desired Behaviors
- 22 -
Major
Concerns
Desired
Behaviors
Incentives
Communication ROI

23. Organization Concerns Linked with Desired Behaviors
Desired
Behaviors
Major Concerns
- 23 -
Incentives
Communication

25. - 25 -
Solution
Total Engagement Points Program:
A revolutionary program entirely designed to achieve an
organization’s goals by focusing on the drivers that impact
employee engagement.
“The answer is employee engagement or the ability to capture
the heads, hearts, and souls of your employees to instill an
intrinsic desire and passion for excellence. Engaged employees
want their organization to succeed because they feel connected
emotionally, socially, and even spiritually to its mission, vision,
and purpose.”
- “Human Sigma”, John H. Fleming, Ph.D., and Jim Asplund

26. Marketing communications is more than the coordination of outgoing messages between media and the consistency of the
message throughout. You must capture the attention of the employees so that they properly attribute the message to your new
program and are motivated to participate.
While there are literally hundreds, if not thousands, of marketing vehicles available, the following are examples of the vehicles
available to help roll out a new recognition program in an effort to create awareness and excitement among employees:
Newsletters Voicemail/Broadcast
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Marketing Communications
Applying an employee-focused marketing communications campaign will:
 Create awareness and participation.
 Help raise more employees to a deeper level of commitment and support regarding the company’s mission, vision and core values.
Intranet
Brochures
Posters
Postcards
Virtual Meetings
E-mail Blasts
Paycheck Insert
Kiosks
Meetings/Gatherings
Memos
Letters

28.  Online Reporting
 Dedicated Relationship Coordinator
 Local Management
 Vendor and SKU Management
 Employee Data Management & Security
 Fulfillment & Distribution
 Branded Recognition Solution
 Recognition Portal
 Multiple Opportunities to be Recognized
 Hassle-free Return Policy
 24/7 365 Availability
- 28 -
Total Recognition Value of Partnership
 Interactive Voice Response Ordering Available
 Extensive Web-based Gift Catalog
 User Friendly Ordering System
 Activity Order & History Statements
 Updateable User Profile
 Dedicated 800# Call Center
Capabilities
 Program Flexibility
 Global Supply Chain Management
Attributes
 Extensive Gift Selection
 ISO 9001 Certified
 SAS 70 Compliant
 Merchandise Guaranties
 Extended Warranties
 Proven Track Record
 98% Customer Retention Rate
 Leader in Innovation
 Industry Thought Leader
 Award Winning Management Team
 High Retention Rate
 Ownership Commitment

29. Client Logo