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Learning Methods
Classroom
A traditional classroom couples on-site learning with the added value of face-to-face interaction with instructors and peers. With courses and exams scheduled worldwide, you will be sure to find a class near you.
Interaction
Highly Interactive
On-going interaction with instructor throughout the entire classroom event
Interaction with peers/professionals via face-to-face
Components (May Include)
Onsite
On-site instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available two weeks prior to the course start date; printed course materials ship directly to the event location
Duration
One + Days
Varies by course ranging from one to multiple days
Technical Needs
Specific requirements are clearly noted on the course page
Virtual Classroom
Ideal for those who appreciate live education instruction, but looking to save on travel. A virtual classroom affords you many of the same learning benefits as traditional–all from the convenience of your office.
Interaction
Highly Interactive
On-going interaction with instructor throughout the entire virtual classroom event
Interaction with peers/professionals via online environment
Components (May Include)
Live online instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available up to one week prior to the course start date. Recorded playback and supplemental materials available up to seven days after the live event.
Duration
Varies by course ranging from one to multiple sessions
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Phone line access
E-Learning
A self-paced, online learning experience that allows you to study any time of day. Course material is pre-recorded by an instructor and you have the flexibility to view content modules as desired.
Interaction
Independent Learning
Components (May Include)
Pre-Recorded
Pre-recorded course modules
Supplemental learning elements such as: audio/video files, online quizzes
E-course materials start on the day of purchase
Optional purchased print material ships within 7 business days
Duration
120 Days - Anytime
120-day access starts on the day of purchase
Direct access to all components
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
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Contact Sponsor
E-Reward
Online
Paul Thompson
Phone: 1 44 01614322584
Contact by Email | Website
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Developing Performance Incentives and Sustaining Engagement in a Volatile Environment

A Joint Research Initiative between PARC and WorldatWork

Survey

The role of incentives has had greater public prominence than ever before. This was probably inevitable given the perceived relationships between incentive practice in the banking sector, the financial crisis and the regulatory actions that followed. WorldatWork reviewed the principal theories of motivation and the findings on engagement. These indicate that, in general, incentives are not the primary driver of motivation/engagement. The influence of reward may vary with the type of employee and the organizational setting. On balance however, incentives do reinforce and support performance via communications and enhanced focus – and poorly functioning incentives can demotivate or disengage. Incentives have become a supporting element of the wider performance management system in many organizations.

Survey Results

Executive Summary

Incentives are now commonplace and a key part of pay in the private sector. It is through incentives that executives have the opportunity to generate personal wealth. They are also increasingly important for other employees to fund essential major purchases. Measures have changed and become broader for many short-term incentives (STIs). Measures generally remain more narrow or have not been present in long-term incentives (LTIs). Various factors shape the design of incentives, including business strategy, market competitiveness, pay for performance, governance best practice, affordability and motivation/engagement. We review the principal theories of motivation and the findings on engagement. These indicate that, in general, incentives are not the primary driver of motivation/engagement. The influence of reward may vary with the type of employee and the organizational setting. On balance however, incentives do reinforce and support performance via communications and enhanced focus – and poorly functioning incentives can demotivate or disengage. Incentives have become a supporting element of the wider performance management system in many organizations.

Available Reports

  • 2010