With the aftermath of the AIG effect and what has been characterized as the “Great Recession,” it’s been a tumultuous ride the past 18 months for meetings, events, and incentives, during which they were lumped together with “excessive” compensation practices. Fortunately, the industry banded together to educate the government, businesses, and American people on the value that meetings, events, and incentive travel programs have on business.

The way we are perceived as an industry has changed dramatically. Today, it’s safe to say that the rhetoric has been dialed back, but unfortunately, the stigma has not. The industry must remain vigilant and continue to make strides in ensuring the public understands the value these programs create.

Managing Perceptions
Our industry has made tremendous efforts to educate the government and public about the value meetings, events, and incentive programs have on business results. They afford participants the opportunity to interact with their peers, senior leadership, and key industry experts. They provide participants with important business information that helps them perform better in their jobs. They encourage teambuilding and provide emotionally impactful experiences rewarding them for a job well done. It is the task of both the industry and each individual to continue standing up, making our voices heard about what these programs do for the engagement of our country’s workforce.

The World Around Us Is Changing
According to the Corporate Executive Board survey, 60 percent of employees noted they had experienced drastic change in their business and expect changes to continue. The productivity of these employees has decreased by 66 percent. In addition, a new generation, the Millennials, has entered the workforce, who were raised differently and think differently, and managers have to adapt in order to bring out their positive traits. There are now five generations in the workforce, each bringing different life experiences and expectations on how they wish to be managed, motivated, and ultimately engaged.

Simply stated, the workforce is changing, and the recent economic crisis has changed what people value. These changes deeply impact workforce culture, and what motivates people to succeed.

These changes in the workforce, coupled with the fact that new research shows employees of all generations do not understand their corporations’ strategies, have many business leaders questioning what they should do. How should they design their employee programs to be successful?

Bring On the Human Dimension: Think Differently About People And How They Relate to Business
Organizations must update their set of assumptions about people and how they relate to business. At Maritz, we are studying this through the Maritz Institute, an innovation and leadership hub that is focused on the understanding of people with regard to how they work and relate to business. Understanding their core motivations is critical to creating more effective business practices. By thinking differently about people, we are able to think differently about program designs—whether for recognition, loyalty, or meetings and incentives—that have the potential to create more engagement and greater positive impact for the organization and their people.

Through the study of neuroscience, we have found that one of the most important ways companies can engage people is through face-to-face interactions. Our brains are wired to come together in person when attempting to capture attention, create shared understanding, develop relationships, and build positive emotional context. Meetings, events, and incentive travel programs are powerful tools for this type of engagement.

We are finding that the effectiveness and reach of face-to-face meetings and events can be enhanced through the use of virtual technologies. They provide companies the ability to extend the meeting content and expand the audience reach. Before a face-to-face event, technology can afford participants greater access to content so that they can prepare for the meeting. After the event, virtual tools can extend the call to action.

Focus On Customization of Individual Experience for Success
Research says we need to connect. Technology allows us to do it effectively. But with a diverse workforce, we also need to understand what truly motivates our people. That’s where the voice of the participant comes, and it is critical to the design, delivery, and impact of a meeting, event, or incentive travel program. By proactively asking participants what motivates them to perform certain behaviors, companies can provide personal recognition. The more personal recognition feels, the more effective it is.

Creating a Total Solution for Results
By implementing meetings, events, and incentive travel programs that are designed around the voice of the participant, people are driven to achieve results. But, as was the case with AIG, it’s important for companies to demonstrate the value that engagement programs have on company success. To do that, consider a two-pronged approach that’s centered on value creation and participant engagement.

When designing a program, companies need to set upfront business goals and make clear to participants what they’re trying to achieve. By aligning business goals with the goals of an engagement program, like incentive travel, it is easier to measure success and determine the return on investment. The other important piece in demonstrating the value of meetings, events, and incentive programs is actively engaging participants in a co-creation process. This can be accomplished through the use of predictive modeling research, which provides a company with the ability to understand how changes in program design and rewards can increase engagement and the effectiveness of their programs. This helps to further validate investment decisions because you’ve actively engaged the participant.

Humans are wired to connect. Meetings, events, and incentive travel programs are critical tools for engaging the evolving workforce. By designing programs based on the voice of the participant and aligning program goals to corporate objectives, companies can prove to themselves and the world how they drive measurable business results.

Christine Duffy is president and chief executive officer of Maritz Travel. She is passionate about helping clients achieve business objectives. She is also active in the meetings industry and has shared her expertise in meetings consolidation, the pharmaceutical industry, outsourcing, and meetings, events, and incentives at numerous conferences. Christine founded the MPI Women's Leadership Initiative, served as the inaugural chairwoman, and has always been a regular speaker for the MPI Platinum series. In 2006, she was named one of MeetingNews magazine's "25 Most Influential People in the Meetings Industry” for the third time, and was simultaneously the 2005-2006 chairwoman of the international board of directors of Meeting Professionals International. This page is protected by Copyright laws. Do Not Copy