Page 126 - Peerless Performance Travelers Proposal

What steps can companies take to nurture their top employees?
Employee engagement doesn’t just happen. We must pay attention. We must create an environment where each associate has the will to win, the z desire to succeed, the urge to reach their full potential and the realization that, whether individually or part of a team they make a difference.
So, if our goal is to develop and retain high performers who are empowered, enthusiastic and loyal – the question is: How does it happen?
• It starts with leadership strategically aligning our business goals with our people goals to build an empowered workforce that actively collaborates toward organizational success.
• We need to listen and understand the requirements of our associates. Not through surveys, but through well defined tools that streamline top-down and bottom-up communication in a clear and concise fashion.
• Most of all, we must embrace servant leadership, where we take into account the needs of the people we lead. This promotes an environment of trust and empowerment where all associates are working toward the good of the whole because it is in the best interest of all.
Understanding and analyzing the emotional drivers of our associates and aligning their requirements and needs with our business drivers and core values will help us focus on the GOAL – to develop and retain high performers who are empowered, enthusiastic and highly engaged – resulting in satisfied and loyal customers and higher returns.
What Behavior
Science Tells Us
About Motivation.
UNDERSTANDING WHY INCENTIVES WORK AND HOW THEY CAN BE MADE MORE EFFECTIVE.
INCENTIVE MAGAZINE – BY LEO JAKOBSON
There has never been a more innovative time for the rewards, recognition, and engagement industry than right now. As researchers in academia and the private sector continue to unlock the secrets of how and why people act the ways they do, using tools that range from measuring brain chemicals to increasingly more sophisticated experiments into how people make decisions, the business of motivation is rapidly becoming an aspect of the science of human behavior.
“The days of providing the room and the ride and the beautiful sunset using plug-in platforms are coming to an end, and I think that’s great news for everyone,” says Tina Gunn Weede, CIS, CRP, president and CEO of Peerless Performance. “We’re starting to focus more on why people are doing what they’re doing instead of trying to drive performance or change behavior, which is really the how and the what. I think we’ve been putting the cart before the horse. Performance and behaviors are really just byproducts, either good or bad. It’s how we feel and how we think about things.”
Tapping into those emotions and understanding those behaviors, “allows us to be much more predictive, both at the individual level and the organization level, on productivity and engagement and profitability and innovation,” adds Weede, who is also chair of the research and education committee for the Society for Incentive Travel Excellence (SITE) Foundation.
And it’s not just that more and more reward, recognition, and engagement professionals are starting to get this. Clients are, too, says Charlotte Blank, chief behavioral officer at Maritz. “Behavioral science has really started to blow up,” she says. “It has totally infiltrated pop culture and our clients are really becoming engaged and sophisticated about the scientific method.”
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