Impact Measurement Made Easy and Affordable

At a time when organizations are tightening their belts, you can now cost-effectively measure the impact of almost any type of effort to engage customers, sales and non-sales employees, distribution using processes long-used in total quality management. You can use the process to analyze the impact of a past program, a current one, or to forecast a future one.

If now is the time to evaluate the effectiveness of your organization’s or clients’ incentive, recognition, loyalty, motivational event programs or Total Rewards strategies, you have come to the right place. A complimentary 30- 45-minute assessment often can determine if an engagement, Total Rewards, or compensation strategy is on the right track or if there are warning signs worthy of additional analysis.

Many organizations spends hundreds of thousands if not millions of dollars on engaging stakeholders or Total rewards strategies. We’ll help you answer this simple question: what value is being created by your incentive, recognition, loyalty, motivational event or related engagement strategy or Total Rewards package? With its unique combination of compensation and human capital analytics capabilities, ICEE may be the first organization to independently validate the impact of such programs as well as people-related reporting to make corporate sustainability reports more meaningful.

Before abandoning or cutting back a program, or before launching a new one, it may make sense to objectively evaluate the impact of your decisions on the bottom line of your finances, performance, or culture.

Depending upon available data, ICEE helps organizations objectively and independently assess:

  • Human capital factors for mergers and acquisitions.
  • Effective of Total Rewards strategies in terms of retention, referrals, productivity, quality, etc.
  • Sales and non-sales employee incentive programs.
  • Employee recognition and appreciation.
  • Channel/distribution partner engagement.
  • Supply chain engagement.
  • Engagement tactics, including motivational events; surveys, feedback, and voice; training; DEI (diversity, equity, inclusion); promotional products; collaboration and innovation, etc.

Before abandoning or cutting back a program, or before launching a new one, it may make sense to objectively evaluate the impact of your decisions on the bottom line of your finances, performance, or culture.

Tactical Impact Measurement

Properly designed engagement efforts with a clear purpose, goals, objectives, and values almost always can be measured if there is appropriate data almost always available on financial and human resources system.

Managed by Darwin Hanson, CEO of TMEvolution, a human capital analytics and compensation firm, supported by Dr. Heiko Mauterer, Board Member and Partner at 4C GROUP and ISO 30414 auditor, and a growing advisory board of industry experts in all areas of business and academia.

  • The program is achieving the specified goals and how. What was accomplished in terms of measurable impact?
  • It’s design conforms with effective practices or whether it uses elements that could create risks. Are you rewarding the people who would have performed anyway?
  • The factors contributing to success or sub-par performance. Has your program addressed all the levers of engagement required for success?
  • The cost and pricing for services, technology, travel, merchandise, gift cards, are technology is consistent with effective payment practices. How do your costs relate to the return on investment.
  • There are breakage factors, cancellation or other policies that could affect program effectiveness. Is your company paying for services that don’t create value?
  • There is any risk to simply eliminating or reformulating the effort to focus on value creation.

The process includes a complimentary evaluation meeting to ensure the organization has the necessary information; creation of a customized template to make it easy to collect the data, and a human-led analytics process aided by AI to identify not only the impact of the program on performance but specifically the behaviors that drove performance improvement. The process can take as little as 10 days from the receipt of the data.

Organizational Impact Measurement

For organizations serious about measuring the cultural and financial impact of their incentive and recognition programs, the EEA uses two concrete evaluation tools that can quickly help determine whether your recognition or incentive program has any meaningful impact on your culture or financial results.

Organizational maturity assessment. Using the 11-year-old stakeholder management assessment tool created by Omindex in the United Kingdom, organizations can quickly assess how their organization could be viewed via the Internet and other published information on critical factors found by independent research to have a direct impact on share price returns and future equity value. In phase I, this AI-generated rating can be compared to the ratings provided by select internal management. If desired, in phase 2, a complete internal assessment can be provided based on a survey with employees to provide a final score that can be benchmarked with a growing number of companies and, if favorable, used for marketing purposes. Click here for a sample of the Stakeholder Management Assessment Calculator.

Who can benefit. Any organization seeking to see how the marketplace views the maturity of its stakeholder management practices compared with management views, as well as an assessment of internal stakeholders to determine a final stakeholder management maturity rating.

Impact assessment. For organizations serious about understanding the financial impact of their incentive and recognition programs can benefit from the PVIC (People Value Impact Calculator) efforts the Management and consultants in finance, mergers and acquisitions, sales, customer service, and other areas involved with people engagement no longer need guess about the impact of their efforts. The People Value Impact Calculator (PVIC) from Minnesota-based compensation firm TM Evolution makes it easy for the C-suite and management overseeing all stakeholder groups to not only measure the ongoing impact of customer, employee, supply chain and distribution partner, and other engagement efforts, but to compare results with past performance and have reporting independently validated by a disinterested party using the organization’s own metrics.  Click here for an example of how PVIC is used in company valuations to identify risks and opportunities in customer and employee management.

Advanced assessment of value creation through people.  For large enterprises, the EEA recommends use of the Human Capital Factor, an assessment tool developed by the analytics firm Irrational.Capital that can predict future equity value by measuring the engagement of employees. The methodology has been verified for five years in a row by the quantum analytics department of J.P. Morgan.