Winners and Nominees for Incentive's 1st Annual Motivation Masters Awards

Incentive: News

Winners and Nominees for Incentive's 1st Annual Motivation Masters Awards
November 06, 2009

It’s our pleasure to announce the finalists of Incentive’s first annual Motivation Masters awards. We have been collecting nominations for most of 2009, and the field has been narrowed down to a baker’s dozen. These 13 finalists are already the recipients of a 2009 Motivation Masters award in one of seven categories: sales training, sales, channel partners, employee retention, recognition, wellness, and safety.

What has yet to be decided is who will be the recipient of the ultimate title: Motivation Master of 2009.

On Dec. 6, winners of Incentive’s Motivation Masters awards will come together at the Planet Hollywood Resort & Casino in Las Vegas to receive their awards and find which organization will be named the best of the best. The award presentation will be part of the 6th Annual Las Vegas Incentive Marketplace.

In addition to the award winners, incentive planners from organizations across the U.S. will be attending the marketplace to experience three days of education and networking with the best Las Vegas hotels, attractions, venues, and destination management companies, in addition to an exciting roster of some of the top thinkers in the incentive industry and the business world in general.

The hosted buyer program includes airfare, all sponsored meals, special events, meetings with suppliers of your choice, educational programs, and hotel accommodations at the Planet Hollywood Resort & Casino. To apply to attend the event, visit Incentive's Las Vegas Marketplace site. And now, onto the winners/nominees. These awards celebrate the most effective, most creative, and best incentive and employee engagement programs of the year, showcasing what truly great incentives look like.

Motivation Master - Sales Program

Company Name: Motorola
Program Name: Motorola and Sprint Training Incentive
Award or Motivator: Gift Cards, Merchandise, Travel

Objective:
Motorola wanted to achieve at least 20 percent program participation, train reps on products, and test their knowledge retention. It also wanted to get products into the hands of the people selling them, while highlighting its partnership with the National Football League. Another objective was leveraging its relationship with Sprint to create a successful program.

Strategy:
Motorola created a compelling prize pool/structure and then gave it lots of promotion. The program encouraged store managers to get their teams excited about participating in the program. They couldn’t win unless 100 percent of their stores’ associates completed training requirements. Motorola partnered with Sprint on program communications via their channels of communication, and e-mails were sent throughout the program. A program banner and link were put on the Sprint intranet and on the “Sprint View” of my.motorola.com, and posters were put up in break rooms to remind participants of the program and the prizes they could win. These awareness facets helped increase motivation and participation, as well as employee competition.

Participants had to pass three training modules with a score of 80 or better and complete role-play activities to be eligible for prizes. The training modules took sales representatives through multiple Motorola products’ features and benefits, as well as selling scenarios.
Seeding the latest Motorola products throughout the three participating regions was a key priority. When participants completed all program requirements, they were automatically added to a drawing where they could win one of 150 Motorola handsets or one of 450 Motorola Bluetooth headsets. Employees who earn or win new products during the program are more motivated to sell these items, as they associate them with accomplishment and are proud of their performance. Also, sales representatives are more likely to sell products that they use themselves. Therefore, seeding phones and accessories have been proven to boost sales.

Motorola offered participants a number of NFL prizes, including a tailgate kit for the top nine stores with 100 percent participation and 50 NFL.com gift cards worth $50 each. One lucky participant won a trip for two to the Super Bowl.

Results:
Throughout the program, 5,057 participants enrolled and 1,847 actively participated. There were 2,842 certifications and 26,688 page hits to the intranet site. In the three months leading up to the start of the program, 3,683 Motorola handsets were sold. During the program, 5,475 handsets were sold, an increase of 150 percent. Also, 1,841 participants completed the training module and role-play scenarios. The success of the training module was a major contributor to increasing sales throughout the program. And 150 Motorola V950 handsets and 450 Motorola H690 Bluetooth headsets were seeded among participants. Seeding the phones and accessories will boost future sales.

The trip to the Super Bowl as well as the NFL.com gift cards and tailgate packages helped build motivation to participate in the program, and 36 percent of participants who enrolled saw the program through to the end. The program came in about 5 percent under budget. Most important, Motorola achieved a substantial net profit.

Motivation Master - Sales Program

Company Name: Olympus America
Program Name: Olympus Fun in the Sun Incentive Program
Award or Motivator: Travel

Objective:
Olympus wanted a sales incentive program that would inspire sales reps to convert accounts to Olympus Endoscopy Services
contracts.

Strategy:
The sales team is well paid and not easily motivated by “usual” prizes. Additionally, the reps are under pressure to perform and are required to spend a great deal of time away from family while traveling on business. Don Jagoda Associates Inc. (DJA) responded with this tactic: Offer a competitive conversion contest to see who can convert the most accounts, and award a prize that gives them a reason to reward themselves and spend time with loved ones. To qualify, they needed to convert five accounts to Olympus Endoscopy on a full- or value-service contract. All conversions were verified by upper management and tracked by the Endoscopy Services marketing team. Monthly contest updates were sent out to participants at the beginning of each month.

DJA’s travel team scoured the continental U.S. to find a destination that offered something for everyone. After a comprehensive site visit, DJA recommended the Hammock Beach Resort in Palm Coast, FL. Olympus overwhelmingly approved the destination, noting it was “perfect” to motivate the sales team. The resort, in the Hammock Beach development, is isolated, as opposed to many resorts at popular Florida destinations.

DJA created, as an additional program element, individual award packets that enclosed all the information the reps needed for their trip, including a leather document wallet, luggage tags, a customized brochure that outlined each day’s itinerary, flight information, and leisure options (golf, spa, tennis). DJA also staffed an “Olympus Hospitality Desk” in the resort’s lobby for the entire program to handle all at-tendee questions and comments.

Results:
The program exceeded service contract expectations by 140 percent, equating to millions of incremental dollars. Due to the outstanding conversion numbers, 21 participants qualified for the rewarding Florida trip.

Motivation Master - Sales Program

Company Name: Endo Pharmaceuticals
Program Name: Endo Pharmaceuticals President’s Club
Award or Motivator: Travel

Objective:
Endo wanted an incentive trip that would inspire its 600 salespeople to exceed sales targets.

Strategy:
This is an annual program for the top 5 percent of the sales force who qualify by exceeding sales targets. The last President’s Club was a Carnival-themed trip to Rio de Janiero combining once-in-a-lifetime experiences with training and feedback-focused business meetings with senior executives. Days were filled with recreational activities ranging from Jeep tours of Tijuca Forest National Park and its iconic mountaintop statue of Christ the Redeemer, to city walking tours, to spa treatments. The evenings consisted of networking events at classic Brazilian steakhouses and themed parties recreating Carnival and featuring performances from a noted samba school.

There were also several morning business sessions such as “Best Practices of Top Performers” and “Sales Force Effectiveness,” which let the vice president of sales and other executives provide the President’s Club participants with additional tools to raise their performance even higher after returning from Brazil.

Results:
Over the past two years, Endo Pharmaceuticals has doubled its dividend and nearly doubled its net profit.

Motivation Master - Channel Partner Program

Company Name: Sealy/Simmons – Ashley Furniture
Program Name: Dream Rewards
Award or Motivator: Merchandise, Travel

Objective:
A multibillion-dollar home furnishings manufacturer (Sealy/Simmons) sells its products through 400 retail partner stores (Ashley Furniture). The stores, in turn, sell through their retail sales associates (RSAs). The RSAs are compensated by salary, commission, and spiffs. The cash spiffs given for higher-margin products were typically ignored, and the cash spiff structure did not move the needle in terms of revenue or units sold. Performance Plus Marketing (PPM) was hired to get the RSAs excited about selling premium bedding. The specific goals of the program were increasing premium bedding sales by 2 to 3 percent and engaging 2,500 participants.

Strategy:
Based on RSA demographics, PPM designed a program filled with awards participants could only dream of owning, such as cars, 50-inch plasma TVs, and European trips. Research shows that people work harder for things they want versus what they need.

The Dream Rewards Program was paid for with the funds normally used to pay cash incentives, so there was no incremental cost to the bottom line. The program had two parts. The first part focused on store owners/managers. Each owner/manager was assigned a monthly sales goal based on an increase over the prior year’s sales. Each month, the goal was adjusted based on the previous year. Owners/managers tracked their sales on the Dream Rewards’ website. If a goal was reached or exceeded, reward points were deposited into the owner/manager’s account that could be redeemed for travel, merchandise, and gift cards.

The second part of the program focused on the RSAs. For 42 days at a time (heats), RSAs were encouraged to enter qualifying invoices (those that included premium bedding) online through the Dream Rewards’ website. Each day one or several awards were given to RSAs who entered qualifying invoices. Some days, PPM awarded a car; other days, it gave out 20 iPods. Each day by 10 a.m., winners were announced on the Dream Rewards website. Although the RSAs knew which awards were going to be given away during the 42-day heat, they did not know on any particular day what would be awarded or how many awards would be given out. Every once in awhile, a big award was announced to further build excitement.

To roll out the program PPM created a training module for the manufacturers sales reps so they could help deliver the program message and goals. Then, a DVD was produced and sent to all of the stores to explain the program to owners/managers and RSAs. The DVD featured an actor filmed at one of the stores and emphasized the program’s simplicity and how to enter sales invoices online. Finally, posters featuring both awards and the website information were sent to each store to be posted in break rooms. The program’s website not only accepted qualified sales, it also allowed RSAs to ask questions and comment on the program.

Results:
A 9 percent increase in premium bedding sales, far exceeding the desired 2 to 3 percent, and program participation, at 3,396 participants, was 117 percent of target.

Motivation Master - Channel Partner Program

Company Name: John Deere Holdings - Russia
Program Name: Perform and Win, John Deere Holdings - Russia
Award or Motivator: Travel

Objective:
In 2008, John Deere Holdings Inc. - Russia had an aggressive goal to drive increases in its Russian dealer channel by 20 percent over the previous year for sales of John Deere Agricultural Complete Goods. It tapped longstanding partner MotivAction, which has over 29 years of experience developing and implementing incentive travel programs for the global John Deere enterprise, to deliver this key program. John Deere has approximately 38 Russian dealerships, located mainly in the western part of the country. With the goal of generating increased sales, MotivAction set out to develop an incentive travel program that would not only motivate but also provide quantifiable results that John Deere expected.

The challenges inherent in this particular U.S. travel program were that the dealers spoke little or no English. Developing a travel program that tackled the language barrier, along with stringent visa/passport requirements for Russian nationals, was essential.

Strategy:
The unique challenges began with time zone differences. MotivAction is in Minneapolis. The client was based in Moscow, nine hours ahead, and participants were located throughout western Russia. MotivAction team members had to make themselves available to the client, vendors, and participants beyond regular business hours to aid in planning and program registration.

Then, there were non-English-speaking participants. Many trip participants had little international travel experience and needed assistance securing visas. All pre-trip communication materials (group registration website, itineraries), as well as on-site hotel and cruise literature (safety information, menus, agendas), were available in Russian. Private shore excursions were arranged with Russian translators, and menus were designed with their palates in mind. Russian-speaking representatives assisted attendees from Moscow and back, every step of the way.

Timely arrivals and departures were critical with 68 participants coming from Russia. It was of utmost importance that pre- and post-hotel accommodations were available to ensure participants arrived and departed comfortably and on time. Passengers arrived in Moscow on Feb. 14 and were met by a Russian-speaking staff member who then traveled with them. They enjoyed a night at the Radisson SAS Slavyanskaya Hotel before departing on Iberia Airlines for Miami. Following their arrival in Miami, attendees were whisked to the Marriott Harbor Beach Resort for a welcome reception.

On Feb. 15, attendees embarked on Regent Seven Seas’ Navigator, selected for its distinctive appointments and intriguing ports of call. Following the cruise, on Feb. 23, all attendees enjoyed an exciting day of shopping on Miami Beach, followed by a gala reception and recognition dinner evoking the area’s golden era at the Fontainebleau resort, where they stayed before departing for Moscow on Feb. 24. From start to finish, all promotional and communications pieces reflected the colorful and welcoming spirit of Florida and the Caribbean.

Results:
As a result of this program, 60 percent of the dealers qualified by increasing sales of John Deere products over the previous year by at least 20 percent. This, along with greater market demand, created a 97 percent increase in John Deere’s total Russian agricultural dealer channel over the previous year, greatly exceeding the company’s original expectations of 20 percent.

Motivation Master - Channel Partner Program

Company Name: Family Heritage Life Insurance
Award or Motivator: Travel, Merchandise, Cash

Objective:
Recently, Family Heritage revamped its sales incentive program to focus on sustainable long-term growth. Until the change, many of the company’s incentives focused on short-term goals.

Family Heritage decided to design its incentives around the activities that would help the company achieve its goal of aggressive but maintainable sales growth. These new incentives were targeted at rewarding the sales force for recruiting new sales representatives, training, and high-quality sales. In developing these incentives, the life insurer solicited input from the sales force. At the company’s national meetings, top sales representatives and sales directors were sought out for their ideas on what behaviors should be rewarded and recognized and what kinds of rewards would be the most impactful. The resulting program was based, in large part, on that input.

Strategy:
Family Heritage now rewards its sales force through a combination of long-term and short-term incentives. This allows the company to focus the sales organization on activities that will create sustainable growth while continuing to aggressively grow the business. Three pieces of the incentive program focus on long-term growth.

The first is the stock option incentive. Company stock options are earned by the sales force based on the volume of sales, and the value of stock is dependent on growth. The second element is directed at long-term sustainable growth and focuses sales management on growing the size of the sales force. While incentives based solely on sales volume can motivate a sales force to sell more, that effort is generally short-lived. For this bonus, the number of selling man-weeks is tracked for each sales manager. Sizeable bonuses can be earned by sales managers who are recruiting and training new insurance agents. In fact, one sales manager is on track to earn a bonus of $200,000 on top of his regular commissions this year.

The third incentive that is focused on the long term is the field training bonus. The company has determined that a well-trained agent is more likely to stay for the long term. Sales managers are paid a bonus whenever field training is conducted for a new agent. Short-term incentives are still part of the mix, but they typically focus the sales force on periodically stretching themselves so that they realize that they are capable of more. Some cash awards are used, as well as travel incentives, branded attire, and jewelry.

One of the most popular incentives is charitable giving. During certain periods of the year, the company makes donations to select charities, such as the American Cancer Society and St. Jude Children’s Research Hospital, based on sales levels. The company frequently has record sales weeks during the weeks when charities are being supported.

Results:
The new incentive program was introduced in time to impact 2007 results. The company achieved 20 percent sales growth that year. The program was modified and enhanced for 2008, and the company achieved 10 percent sales growth despite a weakening economy. The company has further modified the program for 2009 and is achieving sales growth despite very weak economic conditions.

Motivation Master - Channel Partner Program

Company: Carlson Hotels Worldwide
Program Name: The Looking Good Sweepstakes
Award or Motivator: Merchandise, Travel

Objective:
Carlson Hotels Worldwide (CHW) wanted to reinvigorate its trailblazing, patented channel marketing program for travel agents, called “looktobook.” Carlson Marketing has provided varying levels of marketing strategy, design, and operational support for this program since 1992. The main goal of this global incentive program is to motivate agents to book stays at 1,000 CHW-branded properties in over 70 countries. The brands include Regent Hotels & Resorts, Country Inns & Suites By Carlson, Radisson Hotels, Park Plaza Hotels, and Park Inn.

The Looking Good Sweepstakes promotion was designed to support the overall program objective of increased hotel bookings with a tantamount objective of acquiring new agents and promoting the new program website.

Strategy:
To help build excitement around the new era of looktobook, U.S. travel agents were able to participate in a sweepstakes from Oct. 25, 2008 through Jan. 15, 2009. Entry into the sweepstakes was awarded for every third booking of a Carlson-branded property or for active participation in an online game promoting Carlson-branded hotels across the world. Sweepstakes awards included coveted iPods, Blu-ray Disc players, prepaid cards, and GPS systems. The grand prize winner was awarded a Saturn Vue hybrid SUV.

Sweepstakes merchandise was selected for broad appeal, promotability, past redemption history, and agent demographics. The overall looktobook program awards mix included prepaid Visa and MasterCard cards and retail gift cards from Target, Starbucks Coffee, Pizza Hut, Pottery Barn, Home Depot, and Kohl’s.

Results:
Sweepstakes messaging piqued audience interest, evident through the 39 percent click-through rate (versus overall program’s 15 percent). The e-mail sent to a list-purchase audience (non-looktobook members) had a 19 percent open rate (versus the overall program’s 13 percent). The sweepstakes promotion resulted in a 5 percent increase in new members.

Overall looktobook program analysis indicates that behavior-based promotions and communications generate the best response and the most incremental revenue, creating more earnings and redemption. Nearly 30,000 cards were issued in four regions in 2008. This demonstrates that the prepaid cards were desired by many members and were one of the top redemption items in the program.

Motivation Master - Employee Retention Program

Company Name: Appletree Answers
Program Name: Dream On
Award or Motivator: Travel, Merchandise, Charitable Activities

Objective:
Front-line employee turnover is a major problem endemic to the call center industry. Appletree Answers fell within the normal industry average with 97 percent turnover in front-line or hourly call center agent positions. Front-line turnover is expensive and insidious when it comes to delivering great service. New agents on the front line are just not as good as seasoned veterans, and the company felt the pain both in increased hiring costs and customer issues. It created Dream On, a program that mirrors the Make-A-Wish Foundation charity, but for internal employees. Every employee at Appletree now has the opportunity to submit a “Dream” to a review board.

Strategy:
All Dreams are submitted to a review board and some are granted randomly. Thus far, 25 Dreams have been granted, including two employees who were homeless and living in their cars with their families now having new apartments. Appletree had an employee whose spouse has a potentially terminal illness, and her Dream was granted when the two met an entire NFL team after attending a game. Appletree even had an employee who requested that her Dream be given to help a total stranger, a mother of a child who was fighting cancer. That woman was unable to afford time off from work to be with her daughter, and Appletree granted both the employee’s and woman’s wishes by covering one month of living expenses.

Results:
In six months, the incentive program cut front-line employee turnover from 97 percent to about 33 percent. Beyond the drastic decrease in employee turnover, Appletree is thrilled with the new company culture where employees look to do things for each other and literally are paying it forward every single day. Appletree set in motion powerful events and changes that were not anticipated at the launch of the program. Currently, the Dream On committee is working on a car giveaway to multiple employees.

Motivation Master - Recognition Program

Company Name: WMS
Program Name: Employee of the Moment
Award or Motivator: Catalogs, Gift Cards

Objective:
Employee of the Moment was created in response to a company-wide employee survey conducted by slot-machine manufacturer WMS in which recognition was noted as an obvious area needing improvement. The survey showed that only 59 percent of employees that responded believed they were getting the recognition they deserved, while 49 percent believed that the most deserving people were recognized for performance.

Improving employee satisfaction was deemed a strategy deployment initiative by the executive committee of WMS. Recognition was determined as a key factor in helping improve employee satisfaction, as indicated by the low survey scores. WMS created the Employee of the Moment recognition program with the goal of having at least 70 percent of employees recognized during fiscal-year 2009 (July 1, 2008 to June 30, 2009). The strategy deployment’s goal was to increase the recognition score on the next employee survey by 5 percent.

Strategy:
A recognition committee was created to determine how to best improve the recognition efforts of the company. Committee members first created a mini-survey that was sent to 25 percent of the workforce to dig deeper into the reasons for the dissatisfaction. The survey results, as well as best practices research, showed that although WMS had more high-level programs in place, it was missing the day-to-day recognition that employees wanted.

Employee of the Moment was created to recognize deserving employees more often. The recognition committee developed two programs that would fit the needs of the employees, with Employee of the Moment being one of them. It was criteria-based and simple in that employees had to demonstrate WMS’s core values, teamwork, or adaptability to be recognized. It included an online tool for those with computers and a small card for a dropoff box for those without computer access.

The program gave more opportunities for employees to be recognized, and also for employees to recognize each other. Employees had 10 chances per week to receive $25 in WMS Company Store Bucks, and the recognizer had one chance per month to receive $50 WMS Company Store Bucks. The company hired a “Recognition Programs Advocate” in March 2008 to work with the recognition committee with the finalization of the online form, create a paper process for those without access to the intranet, train managers, create communications regarding the new program, and get employees excited about this new program, not to mention the day-to-day maintenance of the program and gathering metrics to determine the effectiveness of the program. As the program rolled out, a quality team worked to establish key process-improvement goals.

WMS asked all of its nearly 300 managers to attend training on the importance of recognition and on the new programs that were being implemented, including Employee of the Moment. This included face-to-face training in the Waukegan, IL; Chicago; Las Vegas; and Reno offices. Managers in other various regional and international offices were given access to online training. Communication sessions for all employees were conducted in order to provide them with details, answer any questions they might have about Employee of the Moment and other recognition programs, and talk about the incentives tied to the programs.

Results:
A key process-improvement goal was to have at least 70 percent of employees recognized through this program by the end of fiscal-year 2009 that ended June 30. The company exceeded the goal in March with 71 percent of employees recognized through Employee of the Moment. The firm’s most recent company-wide employee survey (conducted in December 2008) showed that respondents said recognition had greatly improved, with 69 percent of employees believing they were getting the recognition they deserved (compared to 59 percent in 2006), and 62 percent believing that the most deserving people were recognized for good performance (compared to 49 percent in 2006).

In addition, the employee survey showed that 79 percent of employees believed that WMS has a good formal recognition program in place, and 72 percent of employees believed that the company’s recognition process does a good job of recognizing associates who produce outstanding results.

Motivation Master - Recognition Program

Company Name: Symantec
Program Name: Applause
Award or Motivator: Online Catalog Merchandise

Objective:
Symantec wanted to improve employee engagement through global strategic employee recognition, and it brought that vision to life in the short time span of just six months. Symantec had quickly grown from approximately 6,300 employees in 2004 to more than 17,700 employees in 220 locations worldwide in 2008. Such rapid growth brought an acute need to improve global corporate culture, encourage more consistent adoption of corporate values, and strengthen employee engagement.

In May 2008, Symantec conducted an employee survey to gauge employee loyalty. Symantec discovered an alarming answer to the question: “Overall, how likely are you to recommend a friend or colleague to work for Symantec?” There was an equal number of “promoters,” or employees who would recommend the company, to the number of “detractors,” or those who would not. In the middle was the remaining “passive” group.

From this survey, an aggressive “HR Turnaround” mission was initiated to move passive and detractor employees to become promoters and rebuild a culture of appreciation and trust.

Strategy:
Symantec rolled out a new company-wide, global, strategic, and measurable employee recognition program called Applause. Applause was implemented in partnership with a team from Globoforce, a strategic employee recognition program strategist and technology provider, which helped Symantec establish a web-based platform designed to enable employees to recognize their colleagues for jobs well done. Awards are now tied to the company’s core values of action, innovation, being customer-driven, and trust, all of which are designed to enhance Symantec’s culture.

Symantec’s HR team worked closely with Globoforce to weed out previous outdated recognition practices that had led to poor utilization and administrative headaches. With Applause, managers can now take recognition to a completely new level, and the platform provides a current, easy to understand, and scalable way for employees to nominate and reward their peers, with just a few mouse clicks (akin to shopping online).

Further, awards are available at different levels, from an e-mail thank you to awards valued from $25 to $1,000. Applause also offers relevant and localized reward options, enabling recipients to choose rewards relevant to their cultures and tastes.

Results:
By taking a progressive and innovative approach to implementing 21st century strategic employee recognition practices and staying aggressively focused on its goals, Symantec saw an immediate change in employee satisfaction and a level of enthusiasm toward recognition that it had never seen before. The company has not only created a culture of appreciation in record time, but also a culture of employee inclusion and empowerment.

Within six months of Applause’s launch, Symantec employees placed more than 14,000 award nominations, averaging 800 awards per week. Since the program is open to all employees, anyone can recognize and reward co-workers—or teams—anytime and in any of Symantec’s 220 locations worldwide. Award redemption occurs within 48 hours, and customer service is available around the clock. Six months after the program was launched, Symantec found that overall employee satisfaction had increased, and early indicators showed some movement with those employees who were initially detractors and passive toward promoting the company to others.
With a quarterly dashboard of awards usage always at hand via the Globoforce platform, Symantec can track the value recognized, as well as distribution and reach. The HR team is also seeing awards being showcased in employee workstations, frequently hearing about how employees are using their awards, and receiving requests from different departments around usage.

Symantec was able to strategically wrap its arms around a challenge that escalated with a globally expanding workforce: how to create an engaged workforce, connect employees to company values that shape a positive work culture, and tactically orchestrate a global strategic employee recognition program to instigate positive change.

Motivation Master - Wellness Program

Company Name: Acushnet Co.
Program Name: HealthWise—Wellness for Life
Award or Motivator: Debit Card

Objective:
Acushnet Co., the company behind the Titleist, FootJoy, and Cobra golf brands, wanted to develop an ongoing corporate wellness program (which has been in operation since 2005) to improve associates’ health, improve spouses’ health, and reduce health care costs. “HealthWise—Wellness for Life” is designed to motivate associates to establish and maintain healthy lifestyles. The program places heavy emphasis on individual performance coaching to support cardiovascular health, cancer prevention, weight management, workplace safety, and physical therapy. As part of the wellness program, Acushnet’s work sites feature healthy cafeteria choices and vending selections.

The original program required a centralized program website, a flexible online platform that can be updated as needed with intuitive navigation for participants and administrators. Acushnet also needed program management reports updated on a regular basis, a website with the capability to support communications and education, and awards that met the needs of a diverse employee base.

Strategy:
Acushnet partnered with Excellence in Motivation (EIM) to create the HealthWise—Wellness for Life program. EIM provided consulting and solutions development; custom website creation and hosting; performance tracking system design; online management reporting; participant support and system administration; a “Learn ’n Earn” educational reinforcement program delivered via video, quizzes, and rewards; and monthly award payouts via a reloadable prepaid Visa card system.

Results:
The program exceeded all objectives set. Last year, 2,900 associates (90 percent of the company’s workforce) completed health care screenings, and 2,300 associates (73 percent) were actively engaged with a HealthWise coach, meeting on a monthly basis to set objectives, track progress, and earn awards for their efforts. Further, 90 percent of company executives completed their annual physicals in 2008 (compared to a 40 percent completion rate in 2007).

Mental health medical claim costs decreased by 52 percent. Associates with total cholesterol greater than 200 mg/dL dropped from 53 percent to 37 percent. Associates with systolic blood pressure greater than 130 fell from 71 percent to 50 percent. Associates with diastolic blood pressure greater than 85 went from 51 percent to 35 percent. Acushnet Co.’s health care costs increased 9.2 percent while similar-size organizations (without wellness programs) experienced a 13.6 percent increase in costs.

Motivation Master - Wellness Program

Company Name: Yeled v’Yalda Early Childhood Service Center
Program Name: Eat Well Play Hard
Award or Motivator: Merchandise

Objective:
The Eat Well Play Hard (EWPH) is a childhood obesity prevention program that creates sustainable changes in New York City public schools using food, nutrition, and physical activity as the primary focus for change. EWPH uses evaluation of the environment and teacher/administrative training on healthy lifestyles and supports the school—both administration and educators—in creating policies, procedures, and curriculum updates that instill improvements in life choices and activities.

Strategy:
The program spent between $85,000 and $105,000 on various incentives, as well as toolkits for every school (total of 12 schools and over 12,000 children living in high-risk neighborhoods in Brooklyn). The toolkits included reusable tote bags to carry materials, such as water bottles that support water drinking rather than sugary beverages, writing materials for notes, and incentives for staff to implement the new policies. The program also used pedometers (1,000 per school) for walking/running programs to increase physical activity in every school.

Results:
A full 100 percent of the schools completed the training provided by EWPH using the program’s materials. Half of the schools have completed the “School Health Index,” and 75 percent of schools have implemented sustainable policies that support better food choices, non-food rewards, and healthy lifestyles. Also, 67 percent implemented new policies for physical activity while 40 percent have furthered their efforts by applying for grants that support physical activity and healthy food in schools.

Motivation Master - Safety Program

Company Name: PT Badak
Program Name: Employee Safety Motivation Milestone Gift
Award or Motivator: Merchandise

Objective:
Since the early 1970s, there has never been a disabling accident in PT Badak’s liquefied natural gas plant, translating to 10 million man-hours. Since the beginning of its employee safety program, the plant has handed out various rewards to their employees for reaching certain milestones. PT Badak wanted something that fit within a budget of $100,000, something that employees could carry around with them, and something that would enable them to be hydrated for longer periods of time. The reward also had to be a high-quality gift that employees could be proud of.

Strategy:
PT Badak engaged ePromos to find an award that accomplished all of the objectives and ultimately chose a high-end thermos. The award reduced the amount of trips to the water cooler while encouraging employees to remain hydrated. It was also something the employees use every day and therefore see every day. This not only makes the employees happy because they got something that is useful to them, but the achievement is constantly in view, which further encourages them to remain safe and work towards achieving the next safety goal.

Results:
PT Badak regularly sees the thermoses around the plant, reporting that most employees use them every day. As added benefits, the thermoses allow employees to stay at their workstations longer and make fewer trips to the water cooler, which further reduces the risk of accidents that occur when traveling to and from workstations while also improving productivity. Above all, employees now have a daily visual reminder of their achievement and a further encouragement to reach the next safety goal.

Incentive Magazine

SUBSCRIBE | ADVERTISE
Contact Incentive Magazine about this article at
feedback@incentivemag.com

SAVE | EMAIL | PRINT | MOST POPULAR |

RSS |

Back to Incentive Index