Believe it or not, if you’re in HR you have something in common with Stephen Spielberg.

Moving pictures.  Talkies.  Film!  

I know you never thought you’d have to worry about script changes and pushy agents.  But you just might.  Video is getting more popular than ever when it comes to marketing – and HR is in the business of marketing people. I know from a reward and recognition standpoint video is just now getting some attention and it’s something I think you’ll see more of in the future.

So where do you go to find out about video and its impact and use in the HR space.

Well – Fistful Of Talent of course!

Next Wednesday, May 23^rd at 1:00 pm – 2:00 pm Kris Dunn and Tim Sackett from Fistful of Talent fame will be running the tape on how video can raise your HR game.   Their webinar entitled: THE FUTURE OF TALENT: 5 Ways to Use Video to Raise Your HR and Recruiting Game will help you…

• …Learn how today’s video technology transcends the old cliché “video conference” system allowing you to vet candidates better without wasting one minute of time with a face-to-face interview.
• …See how to build a more robust and impactful employment brand with examples of what companies like yours are doing to use video to build transparency around what a day in the life of your employees looks like.
• …Find out what smart companies are doing to weave role-play scenarios into all their managerial training and increase overall manager effectiveness.
• …See how to enhance your training effectiveness by creating just-in-time training shorts that can be delivered via mobile
• …Get a “How To” guide to get started with video in your HR/Recruiting organization. 

Do It Now Because You’re Smart

You need to sign up for “The Future of Talent – 5 Ways to Use Video to Raise Your HR and Recruiting Game.” (once again – Wednesday May 23 at 1:00 pm ET)

You know you are a progressive HR and recruiting professional (that’s why you’re reading this.)

You know that video is more than a lame feature of bad compliance training.

You get that video is more than quirky YouTube videos that go viral.

And I know you know that that mobile video is the trend that will change the way your department works in the coming years.

You’re smart.  And smart people are always looking for ways to raise their game and this is one of them.

The Guarantee – And Maybe A Shamwow?

In fact it comes with the inconceivable guarantee…60% of the time it works every time. 

Come on over and join the FOT crew next Wednesday May 23 at 1:00 Eastern as they break down the video scene and brainstorm about the best way to build video chops in your HR or recruiting practice. 

No excuses.  I just checked your calendar and I know you’re free (Didn’t know we could do that through the interwebs did ya – gotta love these internet cookies.)

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To me it is one of the big reasons we have such a problem with wellness in our companies.  That hamburger tastes awful good today – versus the rewards I might see in a year if I don’t eat it.

Turns out that rewards aren’t the only thing that is affected by time.

Time Impacts What We Pay Attention To

Bob Sutton discussed this on his blog a few weeks ago in a post entitled “Politicians and Persuasion:  When to Use Abstract Versus Specific Messages.”

From his post:

“Their general hypothesis was that, given the way that people “represent” events in their minds, vague and abstract messages fit with their attention and expectations when the event is far in the future, but as the event draws closer, they become more concerned about concrete details as the practicalities begin to loom.”

How this applies to incentives and reward programs you ask?

Here’s what I think…

At the start of a program or initiative it could be more persuasive to communicate the big picture reason for the program.  Highlight the broad benefits of participating and discuss the emotional appeal of the awards that can be earned.  Don’t focus too much on the specific of how the program works.  No to say you shouldn’t talk about the process – just don’t make that the big focus.

As deadlines for submitting claims, or nominations get closer, shift your communications toward the specific not the general.  Instead of talking about the white sandy beaches of Cancun – talk about how to get a Passport or how to travel internationally.  Go from the big picture vision of the program and get down into the nitty-gritty of the “to do” list to earn the award.

I’m Guilty

When I started in the industry one of my jobs was to write the copy for the monthly mailings we’d send to program participants describing what they could earn.  For group travel programs that typically meant waxing poetic about sunsets, snorkeling and sunning.  We’d do that every month. Month.After.Month.After.Month.

We’d paint grand landscapes with words.  We’d try to get the participants to imagine themselves on the beach or in the restaurant.

We may have been wrong.

While that approach was probably effective early on in the program.  I’m wondering if we should have shifted to talking about making calls, filling out paperwork, getting your packing list together as the program drew to a close.

If this research is correct, then your communications strategy for a program with a defined timeframe should move from general to specific information over time in order to have the most impact on your audience.

I suggest you all go and read Bob’s post – and read the comments – they offer some interesting applications of this research as well. 

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The results from my recent survey on what readers wanted to see on this site were interesting.

Far and away the most valuable thing you all said you wanted to see was … Case Histories.

Case histories about what works, and what doesn’t.  And these two topics weren’t #1 and #2 by a small margin – but by a HUGE margin.

And that got me thinking.

We Want To Know What Other People Are Doing

I know – Duh.

But really, all of us want to see the experiments that people in our same position, our same function are doing for a few reasons.  We want to double check our thinking (no, you’re not crazy – someone else is doing it.)  We want to reduce our risk (it didn’t work – avoid that option.)  And to see what IS working (I can duplicate their results.)

We all want to know what’s going on.  I do it every day when I read my 300+ RSS feeds, check twitter and google+.  You do it when you read the articles on this site.  We need to know.

Don’t Tell Me Who’s #1 – Tell Me WHY They Are #1

Most if not all incentive and rewards programs (more predominate in sales incentive programs) include some sort of leader board that lists out the top performers.  Sometimes they include statistics and numbers – sometimes just relative positions.  This is much easier when there are specific goals ie:  100% of goal, 80% of goal, etc.  In some recognition programs companies will show who has earned the monthly drawing from the Peer-2-Peer program or the “Manager’s Choice Award for May.”

Regardless of the program, there is someone people can go to see who’s in the lead.

But the real value isn’t the list.

The real value – as you so strongly told me in the survey – is HOW they got in the lead.

Profile Your Top Performers

What I see less of (and in many cases, NONE of) is a profile of the leaders. 

What I don’t see is an explanation of WHY they earned the award, or WHY they are at 99% of goal two months into a 12 month program.

There is no real value in the ranking.

The value is in the reason for the ranking!

Just like all of you who wanted to see the do’s and don’ts around reward and recognition programs, your participants, your audience, wants to see the do’s and don’ts of being successful too.  They want to know how they can be on the list – or at the top of the list.

Next program, do me a favor.  Each time you advertise the “Leader Board,” add a couple of interviews with the folks listed and ask them what they did to get there – ask them what they DIDN’T do.

Provide your participants with “case histories” so to speak so they can then go and apply that information to help them secure their spot on the Top 10 List in the future.

Remember – they are just like you… they want to reduce risk and increase their chances of success.  Help them out.

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We know what the audience wants but we have a little problem… we’re under NDAs with all of our clients so we can’t really talk about the work we’re doing.  

But that doesn’t mean we can’t talk about the work YOU’RE doing.  

You Can Be The Focus

Our readers are looking for examples of great program design – and truthfully – not so great program design.  So if you are an end-user or an incentive company who wants to talk about your program and provide a recap of your case history for our thousands of readers (yeah, that is a number I can back up) – then hit me up and we can schedule something.

I’ll interview your representative (or your client and and you), recap the program, provide commentary and link to a PDF of the case history (I can host it or you can – your call.)  Nothing snarky here – this is all about sharing good ideas and your name.  This isn’t a 60 minutes ambush.  Heck – I’ll even let you edit (to a degree) the final post!

I’m a big fan of giving poeple what they want – and the readers of this blog want case histories.

Don’t Be Shy

So… if you have a successful program you want to highlight – let’s talk.  If you have an unsuccessful program you want to discuss – PLEASE let’s talk.  I always find you learn more from failure than success, so examples of what not to do would be very helpful for me and the readers here at Incentive Intelligence.  

You can send a note via comments here – or through either the blog email address – IncentiveIntelligence(at)gmail(dot)com 0r through our company email at Connect(at)i2i-align(dot)com.

We really hope you take advantage of this opportunity.  

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Sometimes you need to take a break.  Now we don’t normally take guest posts here on Incentive Intelligence but because I have a soft spot for college folk and HR AND my nephew will be playing football for Villanova I’m making an exception.  Below is a guest post from Erin Palmer who works with their online Human Resources programs.  Enjoy one of the few guest posts you’ll see… 

To a farmer, silos are important. They can store huge amounts of grain and silage that can be a critical resource in many areas. However, you don’t want to work in one. They are dark, confining, and they don’t contain much oxygen. 

Sure, it may be tempting to keep to yourself at work, nose to the grindstone, the picture of productivity – cranking it out in a vacuum. However, if you really examine healthy office dynamics, you’ll find that silos have no place in the workplace. It is up to human resources to recognize the drawbacks of working in a silo atmosphere and figure out ways to break out of that mentality.

Problem:  Unproductive Cycles

Formal documentation often outlines how a project is to be passed from department to department, but the process could get out of hand without evaluation. A project can be lobbed back and forth like a ping pong ball, enduring endless tweaking from all sides and adding unnecessary complexity. This wastes the company’s time and resources. It might also promote frustration between departments.

HR professionals can help by monitoring the effectiveness of processes. Find out what is and is not working. Don’t let unproductive cycles continue. Be proactive about making adjustments when needed and changing policies that continually fail. Make sure that all of the team members involved have a voice in the new process. You won’t be able to please everyone entirely, but listening to the specific problems should make it easier to form the best possible solution.

Problem:  Us-Against-Them Mindsets

Unproductive cycles are not the only thing that could cause workplace tension. People tend to see their own department as the indispensable function of the entire operation. When focusing on their work, it can seem like everybody else just gets in the way. Working on projects for other departments might seem to impede their own progress. This kind of myopic thinking is easy to slip into when you are working in a silo, but it can be damaging to team dynamics. Synergy is what makes a company successful. The whole must be more valuable than its parts.

A positive workplace relies on happy employees. Having smooth processes in place can help relieve the tension, but there are other ways HR can help. Create a work environment that encourages teamwork. Have the different departments meet and create a mutual plan on the onset of a new project rather than have team 1 start something and send it to team 2. Host events inside and outside of work that help different departments get to know each other socially. Employees that get along are more likely to play nice and work well together.

Problem:  Disjointed Communication

As every HR professional knows, communication needs to be a two-way street. Since many offices rely on email, communication is often asynchronous. Delayed feedback can still be valuable and should have the extra benefit of efficiency for all parties involved. However, it is important to assure that nothing gets lost along the way. In a project-driven work environment, there are always a lot of moving parts. Balls easily get dropped in a flurry of emails, and that can quickly frustrate isolated workers who may feel like nobody else cares about what they need to accomplish.

Sometimes there is just no substitute for a face-to-face conversation or an all-hands-on-deck meeting. Give employees opportunities to meet when needed. Aim for a work environment where employees are encouraged to interact freely with one another. HR can set the tone for the entire company through the way that they communicate with employees. 

Problem:  Lonely, Burnt-out Workaholics

The most devastating effect of office silos is probably the psychological toll they can take. Unwavering focus on the task at hand can be damaging. Quality of life and work can suffer as a result. For this reason alone, it’s important to encourage our employees to shed their silo mentality.

HR should encourage employees to take breaks from time to time. Go bounce an issue off a colleague in another department. Suggest that employees step back and see the bigger picture. It can only reaffirm and strengthen their role in the greater whole. When workplace culture allows employees to take time to step away for a few minutes, it can lead to a huge increase in overall job satisfaction.

Division of labor was one of the first hallmarks of civilized society, and the complexity of the workforce demands specialization. There will always be projects and tasks that require employees to work independently. However, interdepartmental communication and accountability are essential. We all need to see how our efforts work into and benefit the entire company. So HR professionals, help your employees knock down those silos! An open workplace will be much happier and the company will be much more successful for it.

This guest post was provided by Erin Palmer. Erin works with the online SPHR certification and PHR certification programs from Villanova University. Erin can be reached on Twitter @Erin_E_Palmer. 

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Some of it is interesting – some could have been predicated based on comments and where I see posts shared most often.  I’m not commenting on the results right yet… I’ll leave conclusions until I close out the survey next week.

Please share the original link with your networks so I can get better/more data.  More is always… well, more!

Here are the preliminary results. 

Results

 Split on what people are interested in…

Do you think there is enough information available to you on why employee recognition is important to a company?

Do you think there is enough information available to you on what to do to motivate dealers/distributors in a channel program? 

 What Areas Would You Like More Information?

 Free-Form Answers

Selected longer answer to the open-ended question…. “What information do you need to do your job better, be more informed or simply just want to read about?”

I’d like to see you address two items: (1) How to make incentives/recognition genuine vs. a program and (2) How to make incentives/recognition sustainable and also fluid.

If you could throw in their true behavior cues and tips on how to get Managers to value their Team Members (regardless of incentives), I’d love to hear what you have to say about it.

I’d love this site to provide real feedback from the decision makers around these programs as to the benefits the program provides to them – in their job – what’s the big problem that the program solves for them? If the program does provide increased engagement – what’s the nitty gritty of the “jolly” that they get out of it?

Two things come to mind: first, I’m interested in what seems to work broadly. I’m not interested in what’s the latest, greatest, hottest thing. I just want to know what kind of structure has been effective. Really down into the nitty, gritty details: who is eligible, what are they eligible for, how are eligibility and reward communicated, etc.

• Second, I want good, hard data on structure:
• what industries use (short- or long-term) incentive plans more than others?
• How do they see these plans differently from broad-based non-cash recognition plans, and how is the eligibility different?
• What’s the average award value?
• What form does it come in?
• Are these folks also eligible for cash incentives?
• How often are awards typically provided, and in what amounts?
• How are awards provided- manager discretion, peer-to-peer, etc?
• Again, only what has been shown to work by actually changing behavior please, not the latest trend.

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I’ve been blogging 6 years.  That’s a lifetime here on the internet.  Over 1,000 posts and more comments than that.  It can be tough to come up with new content.  When I first started writing this blog I spent a lot of time on the subject of “why” you should use recognition and rewards to drive behaviors.  I would also drop in posts about other influence techniques derived from social psychology and behavioral economics.  Lately it’s been more about engagement and culture.

Then, about 3 years ago someone put crystal meth in the blogosphere as it relates to employee engagement and recognition.  Everyone was talking about why you need a program and how it will help your business.

And now the doors are coming off.  Everyone is posting on engagement.  Everyone is getting on the recognition bandwagon. 

I Think You Got It – Right?

I am now convinced that everyone has been exposed to a blog post, a webinar or an article from Forbes, Business Week, WSJ, The Onion (Brightly Colored Uniforms Boost Employee Morale), about employee engagement and rewards and recognition. 

I think you all get it. 

Does HR need another seminar on WHY you should recognize employees?  Do managers need another webinar from a reward company telling them they should do recognition every day?

Do you?  It would seem to me that is like saying you need to be reminded that breathing is good (I think I did a post on that a few months back too….)

Do You Get It?

Do you?

If so… then that conversation is wasted now.  It’s just flotsam in your RSS feed.  More spam for your junk folder.  Another webinar you won’t have to sign up for and then not listen to and ask if you can download the slides later.

But what do you want then? 

Please let me know.  Please let me know where to take the conversation.  I just cannot believe we need another presentation on why engagement is good and how a crystal vase and a debit card will cure your company culture.

I Know – Let’s Do a Survey!

Yup… a survey.  I’ve created a quickie survey to see what you all need, want, desire in discussions on how to motivate and drive performance in your channel or your employee audience.  It’s short. Only 5 questions. 

Click the button to the left to go to the page with the survey.  After completing it feel free to share the link to this page and get others to respond. 

Please share – the more the merrier.  I may get 10,000 responses – I may get none. 

But I really want to know what you want.

My prediction – organ donations will go up substantially in the future.

Why you ask…

Simple… Social Proof and Consensus

Influence Triggers

We’ve talked a lot on this site about the various ways you can influence behavior in an organization without incentives and rewards using social psychology and behavioral economics.  Social proof and consensus is one of the ways you can subtly nudge behaviors in your organization.  The Facebook option will impact organ donations because…

People will see who the donors are.  People in their timeline – people they are “friends” with.

The number of people they see who are organ donors will go up.  Before this how often did you talk about or even think about organ donations?  Now it will be in 900 million or so Facebook status feeds.  It will seem like more and more people are doing it.  And you know you want to go along with the crowd right?

The people you will see doing it are your friends… people like you.  This is even more influential than just seeing a few high-profile celebs doing it – these are your neighbors, your high-school friends, the person you met at “mommy and me classes.”  These are people you identify with and because you do – you want to continue to identify with them so…on to organ donation land!

Business Application

So where can you apply this idea in you day-to-day business life?  Simple. 

Want people to do health screening?  Show them the number of people who have already done it.  You don’t have to use names – just show the number.  Without the number to look at people will assume they ware like everyone else – and not do it.  Showing your employees others are doing it communicates it is a normal behavior – and they want to be normal.

Want sales people to sell more?  Show them the number of sales being made company wide.  Show them a sales leader board.  Just advertising the progress others are making will influence people to put in more effort.  “If Joe’s doing it so can I… I’m as good as him.  He’s just like me.”

Want more customers?  Advertise how many customers you have – if you can narrow it down to as specific segment then all the better.  “50% of the people who live in this area use Bob’s Tree Service.”  People will want assume they are like their neighbors and should use Bob’s services.

Don’t underestimate the value of showing off your success.  Or even just showing off.

I’m sure we’ll be hearing how successful this little Facebook change will be for organ donations. 

What do you think?  Will seeing the organ donation on a friend’s timeline have any influence on you?  Will it make you think twice about it? 

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Hopefully this doesn’t come across as picking nits but I read a post on the Achievers blog the other day called “Top 3 Reasons Why You Need a “Culture Chief.”

And I think they are wrong. 

I hate saying that because there are so many nuances when looking at ways to drive culture in an organization but the fact of the matter is this…

 

As soon as you make something someone’s responsibility – it’s no longer anyone else’s job.

 

Job = Responsibility

Hire a proofreader – typos are now their fault right?  What happens when copy goes to print and there is a typo?  “Hey – I sent it to the proofreader – it’s his job to catch typos.”

Have sales people?  Sales is their job.  No longer do the rank and file think their job is to talk about business with friends and family – even if they live next door to possibly the best contact ever for the company.  “Hey –I’m in accounts payable.  We have sales people who are supposed to talk to people about our products and services.  It’s their job to identify prospects and call on them – not mine to recommend my neighbor.”

See what I mean.

Sure we have to have specialties.  We have to have job functions.  But in the big picture scheme of things as soon as you codify, quantify and assign responsibility to something it ceases to be everyone’s responsibility.

Culture Is Everyone’s Job

Culture is a defined as a set of shared values, behaviors, norms.  Shared.  Operative word.  Shared means we all have a part in the outcome and the input.

If you create a job called “Culture Chief” you’ve just provided a backdoor for every manager, every employee to use as their personal escape route when culture starts to go wrong at your company.

Engagement scores down… “The Culture Chief didn’t return my calls.” 

Retention down … “What is the Culture Chief doing to impact retention.”

Sales drop due to bad customer service… “The Culture Chief was supposed to do a seminar on how we are a customer focused company but got tied up in a meeting about creating a new team building event.”

Culture Isn’t A Job – It’s Who WE Are

Culture isn’t a position.  Culture isn’t a job.

Culture is who you ARE.  Culture is who you are COLLECTIVELY.

Until companies understand that culture is a collective responsibility and that no one person or one program can drive culture we will continue to struggle with a creating and maintaining culture. 

Don’t Create A “Culture Chief”

Create a culture. 

Very different. 

Very, very different.

What do you think?  Is this too narrow?  Or maybe too broad?  All I know, my experience is that as soon as you give someone the responsibility for something – everyone else is happy they don’t have to worry about it anymore.

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“We know now that in the early years of the 20th century this world was being watched closely by intelligences greater than man’s and yet as mortal as his own. We know now that as human beings busied themselves about their various concerns they were scrutinized and studied, perhaps almost as narrowly as a man with a microscope might scrutinize the transient creatures that swarm and multiply in a drop of water.”

And so began the Mercury Theatre’s most memorable broadcast; aired October 30, 1938 by Orson Welles.

We’re all familiar with this now infamous “hoax” – a radio dramatization of the H.G. Wells novel, “War of the Worlds.”  We’re also familiar with the stories of panic and widespread fear the broadcast supposedly created.  Whether it was or wasn’t as bad as the various reports say, the fact is, people acted in a specific way based on what they “believed” to be true. 

And this is a lesson we all should keep in mind when figuring out how to influence our employees or our channel partners.

Know Your Audience

Step one for designing an influence strategy to guide behaviors, whether internally with employees or externally with channel partners and consumers, is to get inside the head of the audience you are seeking to influence.  You have to understand how and what they are thinking in order to craft the appropriate solution.

You cannot design effective rewards, recognition, incentive and influence programs without understanding your audience.

Case In Point

Today on free-range [communication] Fran Melmed talks about research on employee benefits conducted by Metlife.  She highlights some of the research findings on Gen Y and Boomers – what they want and what they need.  All good stuff.

But the really interesting thing from an influence standpoint is this…

“…Metlife found that more employees anticipate a greater downsizing of offered benefits than employers report they’re planning.”

Meaning – employees think their benefits are going to be cut even though employers aren’t planning on doing it.

In other words employees, in the case of this study, are going to act on what they believe is happening – not on what is really happening.  They may look for new work because they THINK their employer is going to cut their benefits. 

They will behave based on bad facts.  They will be influenced to make decisions without the right information.

This is not a time for rewards.  This is not the time for an incentive.  This is not the time for “recognition.”

This is the time for communication.

Communication – Clear, Consistent, Constant

If you know that the mindset of your audience is being influenced by half-truths, nonsense and generally false information communication is the right answer – not a reward program. 

Take time to be very clear with your audience.  Be consistent in what you say and most importantly – do it often.  We humans put a lot more weight on wrong information we hear more often than correct information we hear less often.

If you’re in HR – talk to people.  Send out updates that are easy to read, short and sweet.  Have your leaders talk to people about all the things you’re working on to increase benefits – or maintain them at the same cost… or if you have to – talk about how you will be raising costs to employees BUT it is being done to maintain the same level of support for a longer period of time.  And do it often.

If you’re responsible for channel sales – find out if your dealers, distributors, customers are hearing and believing erroneous information before launching a full-on incentive program.  Are your customers not buying because they heard you’re having problems in shipping?  Are they buying from the competitor because they think you’re going to discontinue discounts?

Don’t assume every problem is a motivation issue. 

Ask.  Listen.  Find out why…Before you fire up the catalog and the trophy.

‘

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