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Incentive programmes undoubtedly help to boost employee morale, but in straitened times, companies must ensure they extract maximum value from them.
It is no secret that the recession has forced companies to re-evaluate every area of expenditure. This was underlined by the record falls noted in the latest Bellwether Report, which charts predicted marketing budgets. However, despite the bad news, the corporate incentives sector may be able to buck this trend and maintain budget levels, if not increase them.
Incentive schemes are generally aimed at one of two audiences: employees or sales teams within retailers.
In the case of the former group, redundancies and wage freezes are hitting morale. In the case of the latter, falling footfall and consumer spend on the high street mean many brands need to take a greater market share simply to stand still.
Despite these two very different target markets, incentives generally work in the same way: by offering and giving someone a reward in return for a desired action. Once this reward has been given, its success will depend on whether it has been memorable enough to ensure the required behaviour continues.
Incentives provider Grass Roots, which works for companies including BT and British Gas, recently ran an industry survey, that reported that 61% of respondents believed there was a greater need to incentivise in times of economic uncertainty. Other incentives specialists also report strong demand in the retail, utilities and telecoms sectors.
However, a separate study by fellow specialist Accor suggests that the industry has its work cut out. It found that overall levels of employee involvement with their employers are in decline, with 45% saying they are uninterested in the business. Additionally, only 29% of employees said they 'often' found fulfilment in their job.