IN 2004, new hire retention was a major priority for improvement for Quintiles. Leadership saw employee recognition as a away to achieve that objective. Even though 63% of employees in 2004 said managers gave adequate praise and recognition, Quintiles by no means felt this was a satisfactory level of achievement. Given the global footprint of Quintiles, leadership also realized recognition demanded a globally consistent solution and teams that spanned across many regions. Internal studies also showed more engaged groups had higher customer loyalty making engagement of strategic importance.
Recognizing exceptional behaviors that demonstrated company values to foster engagement led to the name of the recognition program: Work Worth Doing. And employees are responding with a four-fold increase in usage of the new recognition program over previous version. All employees are eligible to participate in all five award levels, which is effecting positive change and greater engagement across the company. The ease of use of the program and individual choice of reward experience is also highly valued with employees able to choose the experience they want – shopping, dining, playing – anywhere in the world.
In just 13 months, Quintiles has seen dramatic success with Work Worth Doing:
• New hire retention is up to 90%
• Managers providing recognition increased to 78%
• Employees in all countries have been touched
• Averaging over 2,300 awards per month – a five-fold increase from the previous program – while reducing cost per award by half
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