GiftCard Partners Blog

Rewards are great for keeping employees engaged at work, but Josh Strok, Director of Rewards, Talent and Communication, for Towers Watson has a much broader view of how to make your rewards dollars go much further. Creating Total Rewards Optimization, which includes not only rewards benefits such as bonuses or gift cards for engagement, but combines this with other elements such as health and wellness benefits, career development opportunities, trainings, and corporate social responsibility workshops. Putting all of these elements together, Strok believes, creates a total package for employees that not only help retain them, but can be used as a competitive edge to attract employees from other competing companies. Strok believes that Total Rewards Optimization will help attract and retain top performers in a corporate climate where work hours are increasing, and will continue to do so. It is important to build your Total Rewards Optimization program not only to fit your organizations budget, but to cater to the needs and wants of your employees. For example, if you have $100 to spend on employees, would they rather that go to a reward or loyalty program or would they rather have a lower insurance deductible? Would employees rather have a stronger retirement program or a better career development program? Finding out what employees are interested in and tailoring your organizations program to employee needs is critical to the success of your program and the investment of your rewards dollars. Total Rewards Optimization is a win-win for you and your employees when implemented successfully.  
For more information about Total Rewards Optimization programs check out this Smart Business Network article.

A recent research study conducted by TNS Employee Insights shows that engaging employees at work through programs like incentive rewards and loyalty programs, can improve the overall functionality and performance of a company by 20% points. MolsonCoors found that engaged employees were five times less likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. Using these types of programs by giving small incentives such as a small denomination gift card, or larger gifts for bigger workplace milestones makes employees feel noticed. Employees who are engaged at work feel as though they have a meaningful voice within the organization, and recognize effective leadership more readily. They feel as though they are being noticed, invested in, and guided professionally. Employees who feel engaged are also more productive, which leads to greater company revenues and 87% reduction in likelihood of employee departure. Here are four ways to invest in employee engagement and increase performance. 1.    Link employee engagement to business objectives and measures of effectiveness. The more substantial the direct connection the more clearly employees can view their role. 2.    Invest in employee programs specifically designed to increase engagement by supporting business objectives. 3.    Establish a system of measuring engagement and the effectiveness of these programs. Getting employee feedback about the programs is the best way to gauge their success. 4.    Make adjustments based on the discernible results. Maintaining flexibility in employee engagement programming is key to a positive outcome for both employees and the employer.  
For more information on engaging your employees to improve your company's performance check out this PR Web Article in the San Francisco Chronicle.

A decade ago, having a “good boss” often meant someone who kept the team on schedule and paid you on time. Today the bar is much higher. Remote and hybrid work have become the norm, managers face unprecedented stress, and employees have more options than ever.

The Incentive Research Foundation released an executive briefing entitled 
2012 Trends in Rewards and Recognition, which shows emerging trends for 2012. Some of the top trends include:

For many employers, making the connection between “games” at work and increased productivity can be a tough leap to make. But evidence of the success of gamification increasingly piles up and now there are many corporate success trends we can point to. Yet, the term “gamification” and the motivation technique is becoming a cornerstone of corporate and employee incentive programs. Snowfly, an employee recognition and incentive company reports over 2,700,000 hits on Google for the term, over 150 million of their corporate performance games have been played, and they expect gamification to be a 2.8 billion dollar business by 2015.1 In
Snowfly’s 16 Key Findings for Success white paper, they tout that their workplace games have a 93% participant approval rate within incentive and employee performance programs, yet the national approval average for traditional programs hovers around 45%.2 Many more key discoveries and lessons learned can be found in the
white paper. In
Incentive Research Foundation’s (IRF) recent top trends webinar, they list gamification as #4 out of their
12 Trends in Rewards and Recognition for 2012. IRF white paper outlines Gartner Group’s prediction “that by 2015, half of all managed innovation processes will include game mechanics, and that by 2014, 70% of all the Global 2000 organizations will have at least one “gamified application” in place.3 The future seems quite bright for this innovative interactive method of motivating, incenting, and rewarding. Are you using such techniques yet? Sources: 1 & 2:
Gamification after Twelve Years and 150 Million Games: 16 Key Findings for Success 3:
IRF Trends &
Gartner’s report: Gartner Says By 2015, More Than 50 Percent of Organizations That Manage Innovation Processes Will Gamify Those Processes