SUCCESS STORY: Major Hotel Brand Call Center Case Study

A 600 person call center for a large multi-national hotel chain needed a program that could: Reward achievement of corporate performance objectives. Provide a structure whereby managers are able to give out rewards at their own discretion based on performance levels and real-time individual achievements. Create a way in which the agents in the program … Read more

The Incentive You Can’t Count On…

Incentive programs should be designed to achieve a company’s objectives, reward the participant and get the most from the program budget. Research shows that variable rewards drive greater program engagement, increase motivation, and improve emotional response to being rewarded. Every incentive program should be specific and individual to your company. Your culture, your history, your product, your market and your services all play an important role in how you design your incentive program.

Leveraging Gamification in Your Organization

[vc_row type=”in_container” full_screen_row_position=”middle” scene_position=”center” text_color=”dark” text_align=”left” overlay_strength=”0.3″ shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_link_target=”_self” column_shadow=”none” column_border_radius=”none” width=”1/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]I have a rather large backyard at my home. I also have neighbors whose yards border every side of mine. We love our neighbors and we live in a great neighborhood. However, in our neighborhood, several of us have dogs, cats, chickens, horses, and (in our case) even honeybees. With all of these animals, and with the backyard garden that my wife loves to grow each year, fences are important. As Robert Frost famously penned in his poem, Mending Wall: “Good fences make good neighbors.”

Due to a rather strong wind gust, the 25-year old fence on the north side of our property recently blew over when one of the old rotting fence posts finally gave way. Our neighbors on that side of our home have dogs…lots of big dogs. They are great dogs, very sweet for the most part, but they are also territorial and can be unfriendly to our dog and children through the fence. When the fence blew over, we knew we needed to take quick action.

The following evening, my neighbor and I, with the help of some friends and family, began the arduous task of digging up the old rotted out fence posts and replacing them with brand new posts to repair and strengthen the fence. After coming up with a system of pulleys and chains and come-along wenches and a hand-built metal frame, we were able to dig the first concrete fence post foundation out of the ground and replace it with a brand new post. Then we moved onto the second rotted fence post and the fun really began.

After trying to get the concrete foundation for the second rotted fence post to budge at all, we were about to give up for the night as it was approaching 11 pm. We tried moving the crow bars, wenches, and metal frame we were working with one last time to see if we could make any progress…and then we saw some slight movement. Immediately, my father-in-law grabbed the 4×4 piece of lumber that was to become the new replacement fence post and was able to wedge it under the concrete in just the right way. He created enough force using the metal frame as a fulcrum that the sunken concrete foundation finally gave way and we were able to get it out of the hole and put in the new fence post. After trying so many ineffective ways, we had finally created the right environment to generate what had eluded us for the better part of 90 minutes: LEVERAGE.

Effective motivation techniques and behavior modification principles are sought after by organizations who understand that getting their employees to perform consistently, and in the right ways, is often one of the keys to success for their business. The problem is that all of the pushing, prodding, forcing, coercing, pleading, and manipulation in the world rarely provides any tangible results until the correct environment has been created where leverage starts to work in your favor. That concrete fence post foundation didn’t budge until the right environment had been created where we could take advantage of the principles of physics and use leverage to our advantage.

So how does one leverage the ever-changing workplace environment and create a self-motivated and productive workforce? How does an organization cater to the differing motivational factors and needs of team members from all walks of life, all races and genders, all ages and generations, from new-hires to 30-year veterans alike? The answer to both questions is: gamification. The Snowfly definition of gamification can be referred to in an earlier article here, but suffice it to say that gamification is the process of adding elements of fun, competition, and the possibility of winning a prize, to normal activities which turns that task into one with aspects of a game.

The principles of gamification can be used as very effective leverage in the workplace to motivate employees and modify behaviors without having to enact new policies, legislate changes in management or leadership styles, or even force or coerce new behaviors. Providing incentives which reinforce performing positive behaviors is definitely a move in the right direction, but by adding gamification principles to an incentive program, the end reward is only part of what makes an individual want to do the right things. When applied properly, gamification can provide direct feedback on progress towards a goal, gamification can allow an individual to know where he/she ranks among colleagues, and gamification can ultimately make completing a task or learning a new skill the catalyst for personal affirmation and accomplishment. Public recognition for an accomplishment via gamification often is more valued by the person being recognized than the actual reward and is in some cases the greater incentive for individuals.

But what really makes gamification the ultimate leveraging tool is that a good gamification based system can effectively take the results of the efforts of one person and multiply the effects over many people. In other words, by leveraging the power of gamification, one individual’s success can be broadcast to others thereby motivating others to achieve success as well. When a colleague’s successes are shared throughout the workplace, whether that success is shared directly by that person or indirectly through the gamification tools, human behaviors and emotional responses start to kick in and that success is leveraged because others want to experience the same thing, or better, for themselves.

If you’ve never seen a gamification system built for the workplace in action before, give us a call at 1-877-Snowfly and let us show you the best system available. Or if you are curious to see how partnering gamification with a customized incentive system solution would benefit your organization, call us or email us at info@snowfly.com. We would love to give you a demo of our unique system and show how you too can leverage the power of workforce gamification in your organization.

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Building (and Maintaining) a Championship Team

[vc_row type=”in_container” full_screen_row_position=”middle” scene_position=”center” text_color=”dark” text_align=”left” overlay_strength=”0.3″ shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_link_target=”_self” column_shadow=”none” column_border_radius=”none” width=”1/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]”My name is Darrin and I’m a football fan.”
[“Hi Darrin.”]

In fact, I am a HUGE football fan. The start of both the college football season and the NFL season each year are days that I look forward to and long for starting from the last tick of the clocks at the College Football National Championship Game and the Superbowl. For my entire “adult” lifetime, from when I can really remember being a football fan who enjoyed the small nuances of the game rather than just simply idolizing certain players and teams, the New England Patriots have been good…no, check that, they have been GREAT.

Now, before I go any further, I have to clarify that I am NOT a Patriots fan. I am a hard core Green Bay Packers fan. As a kid, I grew up loving the 49ers teams of the 80s and early 90s but my favorite individual player was Reggie White, the “Minister of Defense.” When Reggie was traded to Green Bay, I began learning the history of the Packers and decided I had found a new team to root for. But, I digress…this article is about the Patriots and their decade and a half of dominance.

First, I need to provide some context. Patriots owner, Robert Kraft purchased the team in 1994 in part as a way to prevent the previous ownership group from breaking their lease with the stadium he owned and to prevent the team from moving to either St. Louis or Jacksonville. When he bought the team, Mr. Kraft said his ultimate reason for doing so was to build a team that would bring a championship to New England. When Mr. Kraft bought the Patriots, Bill Belichick was entering his 4th season as the Head Coach of the Cleveland Browns. Belichick was eventually fired by the Browns after having an overall record of 37-45 over his 5 seasons (’91-’95), including 1-1 in the playoffs, for a combined winning percentage of 46.25%.

Five years later, prior to the 2000 season, Coach Belichick was hired by Mr. Kraft, after two previous coaches had both failed to consistently deliver success. In Belichick’s first season as Head Coach of the Patriots in 2000, the team finished last in their Division with an overall record of 5-11. On that 2000 season roster was a rookie 6th round draft pick backup QB out of the University of Michigan named Tom Brady. Brady’s stats for the entire 2000 season included one completed pass on three attempts for 6 yards during garbage time of a loss. In the following season, 2001, Tom Brady again started the season as the backup QB behind starter Drew Bledsoe, but Bledsoe famously went down with an injury in the second game of that season, and Tom Brady took over as the starting quarterback, never again lost the starting job, and the rest, as they say, is history.

After Drew Bledsoe recovered from his injury (somewhere around week 10 of the 2001 season), the Brady-led Patriots were already well on their way to beating the favored St. Louis Rams in the Superbowl and beginning their unprecedented run as the model franchise of the NFL. Since Bledsoe’s injury, Tom Brady has started every game at QB for the Patriots (except for in the 2008 season when he went down with an injury in the first game of the season himself). Also worth mentioning is the fact that since 2001, when Coach Belichick and Tom Brady joined forces as the core of the Patriots organization, the team has failed to make the playoffs only twice (2002 & 2008) and they have notched 10+ win seasons in 14 of those 15 seasons.

As a Head Coach for the Patriots, Belichick has an unbelievable winning percentage during the regular season of 73.05% (187-69) and has averaged 11.68 wins per season. Even more impressive though is the Patriots’ winning percentage in the playoffs during that same time, where the wins are harder to come by and a loss means you are done. In their 15 seasons together in New England, Belichick and Brady are 22-9 in the playoffs (70.97%) and have won 4 out of the 6 Superbowls they have played in (66.67%) and from 2001-2004, they won the Superbowl in 3 of those 4 seasons. Tom Brady also holds 15 individual NFL Playoffs statistical records (including most games played, most wins, most touchdown passes, most passing yards, most division titles and most conference titles) as well as 7 Superbowl records (including most passing yards, most touchdown passes and most appearances).

Starting in 2001 through the present time, only three individuals have been present in the Patriots organization during their incredible 15 years of dominance in the NFL: Owner Robert Kraft, Head Coach Bill Belichick, and Quarterback Tom Brady. Every other roster and front office position within the Patriots organization has changed during that time span (some several times) but these three individuals have been the foundation of the Patriots success. What makes the consistent success of the Patriots even harder to understand though is that the NFL is the toughest professional league in the world in which to maintain excellence at the highest level. This is due to a combination of player free agency, salary cap rules, the propensity for serious injuries to key players, innovations in game planning and strategy, and even rules changes in the way the game is played.

All of these outside factors make it so much harder to keep the right combination of coaches and players on which success is built year-in and year-out. And yet, there hasn’t been a more sure bet in sports than penciling the Patriots in as the AFC East Division Champions at the beginning of each season, which they have been 13 times in the past 15 seasons, including a current streak of seven in a row (which, had Tom Brady not been injured in 2008, would probably be at 13 in a row right now). Tom Brady is the longest tenured starting QB for any team in the league and Bill Belichick is the longest tenured head coach – by several years! Consistency and striving for excellence every day have become hallmarks of the Patriots organization.

But unless you are a Patriots fan, the question you are probably asking yourself is, “Who cares?” So why am I listing significant stats about the Patriots? Why should anyone who is not interested in football, let alone the Patriots or Tom Brady and Bill Belichick and Robert Kraft actually continue reading this article? Because theirs is a model that businesses (and every other NFL team for that matter) are trying to duplicate the world over. The Patriots, led by Mr. Kraft and Coach Belichick, have developed an approach to their business that works: they have identified and consistently applied their Key Performance Indicators (KPIs) for each member of their team and those individuals are then rewarded (or not) and kept on the team (or let go) depending solely on how much that person is contributing to the overall success of the team.

Coach Belichick doesn’t tolerate players who are not “team first” and the Patriots don’t overpay for high-priced free agents who are unwilling to check their egos at the door. Likewise, Tom Brady has famously restructured his own personal player contracts with the Patriots over the years and has taken less money in the short-term on multiple occasions in order to help the team attract, hire and retain the players who will help make him and his team better. As the leader of the team, Tom Brady knows that he can’t throw touchdown passes to himself, that he can’t block for himself and that he can’t prevent the other team from scoring because he doesn’t play defense. As a result, he knows that his performance and the success of his team is dependent upon other players being able to be recognized and compensated for their contributions to the team as well. Tom Brady’s ultimate KPI is winning Superbowls, and with four rings to date, he has repeatedly delivered on that metric and as a result is already considered one of the greatest NFL players of all time.

Building a team like the Patriots, one where the most critical contributing members constantly strive to be the best and will stop at nothing to reach that goal, is a result of consistently developing and maintaining the right culture. Snowfly can help any organization identify those KPIs which drive their specific success and which establish and maintain a consistent culture of excellence within their teams. Providing a working environment for employees that rewards and fosters excellence leads to attracting and retaining the highest performing team members for your organization which ultimately improves your “winning percentage” and bottom line. By rewarding performance excellence of measurable, deliberate, and repeatable key behaviors, just like the Patriots have established a deliberate culture, any organization can achieve success. Let Snowfly help your “GM” attract, hire, reward and retain the best players for your team by contacting us at: info@snowfly.com or by calling us at 877-Snowfly today. www.snowfly.com

Oh, and one more thing…Go Packers![/vc_column_text][/vc_column][/vc_row]

Snowfly Selections: Weighted Application Blanks of the Future

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weighted application blanks of the future
Hiring Process Funnel

For many years, Weighted Application Blanks (WABs) have been in use in the business world to evaluate prospective candidates for employment based upon quantitative data comparisons as opposed to the standard “gut feel” approach most hiring managers and interviewers use. The power of the WAB is that all candidates are measured against the same known metrics and when hiring managers change, the application process remains the same. But what if the WAB could get smarter over time? What if there was a way to develop a WAB questionnaire which used the results of each and every candidate who was hired, took their performance results over time, and the questionnaire itself automatically adjusted the weighting of the questions so that the process became more and more efficient? Well, Snowfly has done just that.

Snowfly’s esteemed company founder, Dr. Brooks Mitchell, PhD, developed the world’s first electronic WAB several decades ago and pioneered the idea of using computers to revolutionize the hiring process of many companies when he founded Aspen Tree Software Company. We here at Snowfly are very proud to announce that the technology behind Aspen Tree Software is being brought back to the public. Through our newest proprietary software tool, Snowfly Selections, we have created a platform which applies the techniques of traditional Weighted Application Blanks partnered with the sophisticated learning capabilities of modern computer-based algorithms to develop questionnaires which actually learn over time. In other words, we can help your team develop and implement a questionnaire which removes human bias from the hiring process which, over time, after analyzing the successes and failures who are hired, our software will continue to improve its efficiency and eventually hone in on the specific individuals who have the highest probability of being successful in that specific role.

Snowfly Selections will be a powerful asset to your Human Resources and Hiring Manager’s teams as they attempt to staff your company with the best possible candidates for your job openings. Selections has the ability to identify cultural fits for your organization, to evaluate work habits of potential hirees, key biographical and behavioral indicators, and much more. Give us a call today at (877) 766-9359 or send us an email at info@snowfly.com to learn more about Weighted Application Blanks, Snowfly Selections, and our innovative Incentive programs as well.

For more general information and an explanation of Weighted Application Blanks, please check out this link provided by Eastern Kentucky University.[/vc_column_text][/vc_column][/vc_row]

Sailing by Ash Breeze and Employee Motivation

No Wind Required sail by ash breeze
No Wind Required

If you have never heard of sailing by ash breeze, you are in for a treat.

In order to become a commissioned Naval Officer upon graduation from college, I was required to take courses in maritime navigation and naval history. Nathaniel Bowditch was a name I was familiar with because he is considered to be the father of American maritime navigation. Being a Navy man, his book, The American Practical Navigator, first published in 1802, is one I became quite familiar with.

While I knew his name and was quite familiar with his book, I admittedly knew very little about Nathaniel Bowditch himself until this week when I finished reading a book about his life. In 1955, author Jean Lee Latham won the Newberry Honor Medal for children’s literature by writing, Carry On, Mr. Bowditch, which is a fictionalized biographical novel. The people, places, times, and historical events are mostly accurate, but the author did take some creative liberties in telling his life story. One such liberty recounts the story of Nathaniel learning what it meant to “sail by ash breeze”:

 

“Sail by ash breeze”

“Only a weakling gives up when he’s becalmed! A strong man sails by ash breeze!” (p. 47) “When a ship is becalmed – the wind died down – she can’t move – sometimes the sailors break out their oars. They’ll row a boat ahead of the ship and tow her. Oars are made of ash – white ash. So – when you get ahead by your own get-up-and-get – that’s when you ‘sail by ash breeze’.” (p. 48)

In the story, set during the Golden Age of Sail, a young Nathaniel learns that if there is no wind, a ship would often sit motionless and dead in the water waiting for the breeze to blow again. But some ambitious sailors would tow their ships by rowing a smaller boat in front. Nathaniel learned that this principle applied in his life as well, that he was ultimately responsible for his own life’s direction.

Starting at age 12, Nathaniel worked as an indentured servant for nine years, missing his chance at a formal education despite being one of the greatest minds of his (or any other) time. Eventually, he taught himself mathematics (including algebra, geometry, trigonometry and calculus), several languages, maritime navigation, astronomy, and medicine all without any formalized education. He was determined to learn all he could in life and to create his own “ash breeze” to propel himself forward.

Bowditch was motivated by the pursuit of excellence and was driven to never be stuck waiting for a “favorable wind” to determine his course in life. He is a well-known historical figure even today because of his determination to create a sailing almanac which enabled any person, regardless of their previous education, to chart the exact position of their ship anywhere in the world using only simple arithmetic.

The navigation principles taught in his book allowed sailors to stay safe on the seas and kept many ships from sailing too close to danger. In fact, a copy of The American Practical Navigator (colloquially referred to simply as “The Bowditch” by sailors) remains on board every U.S. Naval vessel at sea to this very day. His work has saved the lives of countless mariners throughout history and was the result of his desire to improve the world around himself.

Employee Engagement and Motivation

Today, few people have heard the phrase, “sail by ash breeze” (let alone know it’s origin) and yet the best among us live it every day. Motivation and engagement mean different things to every employee within your organization. Some employees will wait for favorable winds by constantly seeking direction while others may fight against any directions given. But your top performers will aspire to create their own ash breeze, and when they do, those around them will notice. Now imagine if you had an incentive program which rewarded those who sail by ash breeze in such a way that invoked positive peer pressure upon others who remain still while waiting for favorable winds.

Those who are rewarded for their initiative become models of positive behavior and a culture shift begins to happen because others will want to earn similar rewards. This is the power of positive reinforcement, and of our process at Snowfly of creating a customized incentive program for your company. Snowfly’s unique approach to workplace engagement encourages your employees to take initiative and create their own ash breezes.

Contact Snowfly today to learn how we can help your company sail on the “ash breeze” of initiative by emailing us at info@snowfly.com or calling (877) 766-9359 and may you have Fair Winds and Following Seas.

Employee Engagement Improves Bottom Line

employee engagement can improve your company's bottom line
The effect that employee engagement can have on a company’s bottom line is staggering.  According to a Kenexa study of 64 businesses, net revenue doubled when proactive measures were taken to improve employee engagement.  Furthermore, a Towers Watson study also revealed significant increase in company margins when employees were engaged with their company culture via the sharing of ideas and collaboration.

Improving engagement starts by recognizing our common traits, those human desires and ambitions known to us all, then creating programs that nurture and motivate us to excel. Businesses are taking the concept of customer loyalty programs into the workplace, implementing their structures into company websites, Intranet portals and internal communities. This sparks employee participation in company learning programs, including incentives for sharing and collaborating with others in the organization.

A CMO at Bluewolf consulting, Corinne Sklar, emphasizes the importance of engaging employees in a real-time conversation that leads to the sharing of ideas, according to a CMS Wire post, “Gamification Is Here and It Means Business.” “Customer engagement begins with employee engagement. To drive greater real-time collaboration and knowledge sharing among our employees, we needed a comprehensive program that would appeal to our entire team — and extend organically into the corporate culture.  Employees stepped up to earn points for sharing blog posts and white papers to sharing social media links as well as offering “thought leadership.”  Has it worked? Bluewolf noted a 153% increase in the traffic to their website, plus a whopping 57% uptick on their internal platforms.  Indeed, the right incentive program can help improve employee involvement and the bottom line.

White Paper Explains the Many Benefits of Snowfly Game-Based Incentive Models

[vc_row type=”in_container” full_screen_row_position=”middle” scene_position=”center” text_color=”dark” text_align=”left” overlay_strength=”0.3″ shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_link_target=”_self” column_shadow=”none” column_border_radius=”none” width=”1/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]A new white paper written by Snowfly Founder Dr. Brooks Mitchell explains how traditional point-based incentive programs can be enhanced by adding a gaming component.You can download  The White Paper: Beyond Loyalty Points[/vc_column_text][/vc_column][/vc_row]

White Paper: Individual vs.Team Rewards – The 75/25 Rule

[vc_row type=”in_container” full_screen_row_position=”middle” scene_position=”center” text_color=”dark” text_align=”left” overlay_strength=”0.3″ shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_link_target=”_self” column_shadow=”none” column_border_radius=”none” width=”1/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]Based on solid academic research, behavioral scientists have known for years that teamwork plays a major role in workplace performance. Management seems to have universally accepted the idea that rewarding team performance is … Read more