Generational Differences and Incentive Travel Program Design

Reposted from Meetings & Incentive Travel - click here for link

True or False? Incentive Travel participant preferences vary greatly based on generational differences.

Answer: False. Based upon a National study by Maritz, there are actually more commonalities than there are differences. The key is discovering what program design decisions are common versus unique and how the order of individual preferences fall.

During the design phase of any travel incentive program, stakeholders and planners face the harsh realities of making choices that need to be the right one’s to effectively drive the broadest levels of motivational value. This challenge is made even more difficult by an increasingly diverse participant base. Making the right decisions in program design go a long way towards creating the “WOW!” factor that drives excitement, buzz and performance.

Demographics have been used for years to cluster and understand what might best motivate incentive program participants. One of the most frequently used demographic categories is based upon age, which in turn also allows us to breakdown a participant base into what is commonly known as generational segments. These generational segments are then used to infer program design choices.

Generational segments are greatly influenced by such areas as the world events and societal trends that they are raised within. In addition, we tend to think about how generations tend to think, feel and react differently throughout the course of their life. However, the important thing here is that generational differences and lifecycle assumptions alone can also be quite misleading.

Based on a number of surveys completed by Maritz that look at the question of effective program design, we can see some interesting information on the role generational attributes play in incentive program design. For example, a large insurance company client, with many of their earners in the 50-60 year old range, discovered that their greatest design request was that the guest policy be expanded from being able to take children on family friendly programs to also including grandchildren.

While generational segments are important, they are not the only consideration for program design. Overall, the focus shouldn’t be just about generational differences, but rather more so on how you better engage different people in more meaningful ways to drive performance. Attending to this fundamental shift will help better shape incentive travel program design as it relates to destination, activity, rule structuring, promotional communications and other decisions to achieve stronger and broader motivational appeal and value for participants.

A Different Point-of-View: Why Bashing Millennials is Wrong

We've all read our fair share of "generational" articles and, for that matter, probably harbor your own thoughts on the degrees of fact or fiction that apply. This is especially true when it comes to either B2B or B2C marketing for the purposes of promoting relationships through motivational incentive and loyalty based programs. I encourage you to read the article published in Fast Companies titled Why Bashing Millennials Is Wrong - click here.

Here were my thoughts...

Individually, we're all wired a bit differently in terms of our social norms, beliefs and values. There are strong commonalities when we breakdown our population into demographic buckets based upon age (i.e., traditionalists, baby boomers, generation x and generation y, etc.). This is clearly due to key influencers of the time; for instance, the technological explosion that continually shifts attitudes and behaviors in how we work, relate and interact with one another. However, the important point here is that we can't assume or stereotype too much solely based upon simple generational cuts alone. We need to go deeper and focus on what best works for a personal, business or individual perspective; especially when it comes to the areas such as education, communication, motivation and others.

Overall, the focus shouldn't be about millennials in the workplace, but rather more so about how we better engage different people in varying ways to drive performance in the work place. The ability to help individualize work experiences and engagements through areas such as meetings or even motivational efforts to leverage unique talents and skills has and remains a key towards driving a diverse workforce. This is NOT just a millennial issue; it's about "how you engage others" to best achieve both individual as well as business level performance objectives.

Attracting, Retaining and Motivating Generation Y Employees

Generation Y – the 76 million people born between 1978 and 2000 – have recently entered, are about to enter, or will enter the workplace in the not too distant future. And they’re bringing with them a whole new set of recruitment, motivation and retention challenges.

Research shows that members of Generation Y are likely to change jobs every two years, continually searching for new challenges and experiences. And, according to a recent Conference Board report on job satisfaction, less than 39 percent of workers under the age of 25 are satisfied with their employment situation– giving Gen Y-ers the lowest job satisfaction level of any demographic group.

One way companies can adapt their hiring and retention processes to fit this generation is to build effective reward and compensation packages, customized to provide the unique motivation Generation Y is looking for.

Research indicates that Generation Y brings different values and attitudes to the workplace than did prior generations. They want a clear path for advancement. They are driven to make an immediate impact in their positions. To them, work-life balance is a necessity, not a luxury.