Presented by: Brian Galonek All Star Incentive Marketing April 8, 2014

Transcription

1 Presented by: Brian Galonek All Star Incentive Marketing April 8, 2014

2 Why engagement is the key to driving behavior change The dos and don'ts of recognition and rewards programs Why branding and communications are crucial for success The need for measurement and how to react to results Where to receive additional information

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4 OSHA Position Statement some employers establish programs that provide employees an incentive to not report injuries. For example, an employer might enter all employees who have not been injured in the previous year in a drawing to win a prize, or a team of employees might be awarded a bonus if no one from the team is injured over some period of time. Such programs might be well-intentioned however, there are better ways to encourage safe work practices, such as incentives that promote worker participation in safetyrelated activities, such as identifying hazards or participating in investigations of injuries, incidents or "near misses".

5 Assertion: There is a direct correlation between the level of employee engagement and safety performance. Improve employee engagement to improve safety

6 What percent of your workforce do you think demonstrates a strong commitment to your company?

7 According to a study conducted by Human Capital Institute, only 11% of today s workforce demonstrates a very strong commitment to their organization.

8 85% of employees see a link between their level of motivation and the quality and quantity of their work³ Disengaged employees cost the US economy $416 billion annually² Turnover is 13% lower in organizations with high level of engagement² High-Engagement firms experienced an EPS growth rate of 28% compared with an 11% decline for Low-Engagement firms¹ Engaged employees are more productive, profitable, safer, create stronger customer relationships and stay longer with their company. (Gallup Management Journal survey, 1/12/06) SOURCE:¹ Towers Perrin, ² Gallup Poll, ³ Occupational Hazards Study, ⁴ SITE Foundation, ⁵ Human Capital Institute

9 Proactive Impact Reinforce safe work behaviors suggestions, near miss reporting, team meetings, BBS & VPP programs Promote safety awareness at work, in the car, at home Increased retention of safety sensitive employees Enhance working environment - wellbeing, team building, social reinforcement Promote learning and reinforce training Results Reduced accidents & injuries Reduced safety related costs

10 Health & Wellness Programs Training & Development (safety and non-safety related) Safety Team Meetings & Ad-Hoc Meetings New Employee Orientation & Mentoring Programs Suggestion Programs & Employee Surveys According to a study by Gallup, 86% of engaged employees said they would characterize their interactions with coworkers as always positive.

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12 Properly designed recognition programs: Add emphasis to all elements of your safety program Energize your workforce and create buzz Optimize your engagement strategies at all levels Motivate proactive safe behavior Elevate bi-directional employee communications Tie initiatives together (like behavior based safety & wellness) Facilitate the addition of a rewards program element

13 20 / 60 / 20 Rule 20% are self-motivated 60% will respond to stimuli 20% cannot be reached Intrinsic vs. Extrinsic Motivation Intrinsic Driven more by their perceptions of success Extrinsic Driven more by recognition and rewards

14 84.7% of respondents said their companies safety consciousness increased as a result of their safety incentive (rewards) program³ Incentive programs aimed at individuals increased performance by 27% ⁴ Long-term incentive programs are more than twice as powerful than short-term (44% vs. 20%) ⁴ 92% of corporations reported that objectives were surpassed, met, or at least partially met through the use of incentive programs⁴ SOURCE:¹ Towers Perrin, ² Gallup Poll, ³ Occupational Hazards Study, ⁴ SITE Foundation, ⁵ Human Capital Institute

15 Do Secure management support Involve employees in the design Communicate continually Utilize face-to-face recognition wherever possible Deploy tangible, desirable awards Expand the reach into homes & families Measure, assess and adjust Don t Skimp on the branding Neglect to set goals and performance expectations Use cash (or cash equivalents) as the awards Reward an entire group based on group behavior Offer exceedingly high value awards Introduce the element of chance

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17 How is your company s safety message currently communicated? (check all that apply)

18 The message must get through Well intended messages are wasted if not received The message needs to be understood It s not enough to be heard it must be internalized All communications avenues should be utilized Include old and new world alternatives (social) The results must be measured Imperative for strategy improvements

19 Safety programs need to be branded Successful products/programs have a strong brand identity Safety brands should reflect company beliefs They need to align with goals and objectives Safety brands need to be communicated An important benefit of recognition rewards programs Safety brands must be ubiquitous Recognizable and understood by everyone Safety brands must be protected Like the valuable asset that they can be

20 The platforms Interactive web, , videos, surveys, quizzes, training links Print catalogs, flyers, letters, posters, vouchers, suggestion cards Graphics logos, vision statement, tag lines, banners, premiums Content news stories, welcome messages, rules, FAQs Interactions Instant recognition, face-to-face, meetings, spot awards Feedback training, surveys, quizzes The results loyalty Safety desire to reach company goals Retention employee, customers Sales new business, market share

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22 What are you currently measuring? (check all that apply)

23 Only 22% of companies measure their programs success. The single greatest fault with most programs is their lack of quantifiable results. (Dawson, Principles of Results Based Incentive Program Design, p.245)

24 Obvious Accidents Injuries/Severity Claim Count Lost Time OSHA Incident Rate Insurance Costs Loss Pick Obscure Engagement Morale Retention/Turnover Health/Wellness Effect on EPS (Sales) Lost Productivity

25 Unseen costs can sink the ship! Direct Costs Employee s Salary Claim/Insurance Costs Just the tip of the iceberg Indirect Costs Disruption of fellow employees Loss of efficiency short-handed Lost time by supervisors - investigations Training costs for new/replacement workers Damage to tools and equipment Loss of production for remainder of the day Failure to fill orders/meet deadlines Overhead costs while work was disrupted Loss of employee confidence Damage to reputation/customer confidence

26 Justify spending & prove ROI Employee empowerment/input Better analysis - don t fly blind More complete picture of true cause & effect Holistic approach organization wide Expose new opportunities

27 How is your safety budget likely to change over the next 12 months?

28 AAA Cooper C&S Wholesale Port Authority of NY & NJ Progressive Waste Republic Services Stericycle Whitsons Culinary Group