The Science of Motivation

New recognition tool puts focus on manager training, employee choice

By A.E. Smith

In a classic incentive program, a company dangles a big reward, such as a trip or a television, to drive up sales figures. The objective is clear, the reward is universal, the results are easily measured. The problem is that fewer programs today fit that classic model. Instead, more companies want to drive murky concepts, such as brand awareness or better health, and employees want award options that aren't listed in a catalogue. "Our studies have shown that only one in ten people in America are recognized in ways that are meaningful to them," says Melissa Van Dyke, employee engagement consultant for Fenton, Mo.–based rewards company Maritz. "We started thinking that there was a side of the story that was missing."

To fill this perceived gap, Maritz has partnered with recognition guru Bob Nelson, author of 1001 Ways to Reward Employees, to develop its new Recognition Studio. The set of tools helps companies centralize their incentive objectives and functions by integrating formal and informal rewards as well as communications, marketing, measurement and tracking into one reward solution.

The process begins with robust assessments that poll employees about their reward preferences and managers about their views on recognition. The second step involves training managers to use recognition to meet strategic goals. Clients can choose to have Maritz consultants either train individual managers or their own trainers for a two-day session that teaches the philosophy behind using rewards, incorporating market data and research, as well as hands-on tactics.

Maritz also has changed its approach toward award categories. Rather than the usual dichotomy between travel and merchandise options, clients of the Recognition Studio can incorporate untraditional rewards—such as extra time off, cultural events, educational opportunities or even a better parking space—into typical points programs. Maritz uses the results of the assessments to determine which awards will be most effective for the type of initiative planned. "Motivation is more than merchandise or travel," Van Dyke says. "The workforce has moved right past that. The trend is moving more to individual preferences."

Maritz also wanted to respond to clients who needed a program that could better integrate all their reward programs with marketing and human resource objectives. The challenge was to find a way to formally organize awards without losing the spontaneity and personal touch of the most effective reward systems. By incorporating managerial training, the program ensures that managers are empowered to implement programs and are knowledgeable about getting the results the company needs. "We talk about centralizing the effort, but decentralizing the ownership," Van Dyke says. "You don't want to diminish the creativity of the program." —A.E. Smith