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Deborah Merkin

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Deborah Merkin, CEO and Founder of GiftCard Partners™, Inc. and Engage2Reward™ LLC, brings two decades of experience to the forefront of the gift card industry. Armed with a BS from University of Massachusetts Amherst and an MBA from Babson College, Deborah's career spans technology startups and corporate giants, including AT&T Capital and Staples. A pioneer in establishing and shaping lucrative new distribution channels, Deborah’s expertise grew through consultancy roles with Linens’N Things and CVS®. This journey marked her entrance into the gift card and incentives industry and ultimately laid the foundation for the conception of GiftCard Partners. A Certified Women Owned Business, GiftCard Partners was founded in 2005 and has received the prestigious Best and Brightest Company to Work For® Award for 10 years nationally. With a focus on assertiveness and balanced steadiness, Deborah continues to drive innovation and growth in the dynamic world of gift cards. Beyond her professional success, Deborah is deeply involved in community service, recently joining the board of JBBBS.org and previously serving on the board of JFSMW.org for 5 years.
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Recent Posts

Measuring Employee Engagement: 5 Simple Steps

Employee engagement is a critical factor in driving organizational success. When employees are engaged, they are more productive, committed, and aligned with the company's goals. However, measuring employee engagement can be challenging. It's essential to ensure that the time and resources invested in engagement initiatives yield tangible results. Here’s how you can measure employee engagement effectively:

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Gamifying Employee Health Goals: Boosting Workplace Wellness with Social Gaming

Social Gaming Towards Health

As pressure increases on employers and health insurance companies to reduce costs by improving participants’ health, innovative approaches are emerging. One such approach is the use of health gamification in the workplace. By leveraging virtual reality games and inter-organizational competition with real rewards, companies can motivate employees to reach their health goals. These gaming portals, ranging from basic health tracking to social, team-based competition applications, offer rewards for hitting milestones. The rewards can vary from small denomination gift cards to larger prizes like vacations upon reaching significant wellness goals.

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Avoid Employee Burnout and Professional Resentment

Everyone burns out at their job, but preventing employees burnout is key to organizational success. In order to avoid burnout it is important to allow employees find a rhythm a work. Giving flexibility in employee schedules and work rhythms is crucial in helping employees avoid job resentment. When an employee resents their position, their work hours, or any piece of their professional life they become less productive at work, and less dedicated to their organization.
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Control Healthcare Costs by Engaging Employees

According to the recently released 2012 PSILOS Outlook on Healthcare Economics & Innovation report, engaging and personalized employee health and wellness is key to controlling employers' health care costs. The new report focuses on consumer engagement, and the report shows that employees who receive some kind of personalized engagement in their health care are more likely to take an active role in the day-to-day management of their health and wellness.
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Employee Morale vs. True Engagement

Employee engagement is a proven way to raise employee morale, lower quit rates, and make your workforce more productive. Showing employees how their day to day work contributes to the bigger picture and helps the organization reach its goals leads to engagement. Conveying clear vision and providing a sense of importance is how managers can contribute to overall workforce engagement at an organizational level. Employees are the ultimate driver of an organization to its goals, so it is important to engage employees through training, professional development, and rewards ranging from useful gift cards to larger rewards such as vacation travel and extra time off. It is sometimes difficult to tell the difference between high employee morale and true engagement. According to Ronald Sanders, a senior executive adviser and fellow at Booz Allen Hamilton, engagement entails innovation, commitment, and employees choosing to use their discretionary energy at work. Engagement goes beyond a happy workforce to a deeper level of commitment to work and understanding of the importance of the job employees do every day. It is important to reward employees who reach this level so that they not only feel the importance of their position but so they feel supported by their organization. Reinforcing desired behaviors and attitudes is crucial to maintaining the engagement cycle into the future of the organization.
For more information on deeply engaged employees check out this Federal Computer Week article. 

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