News and Articles

Employee Engagement

Associates Get Invested in their Careers
A comprehensive incentive program features individual, team and discretionary awards given to associates who “do the right thing.”

A Healthy Bottom Line
Anderson Performance Improvement Company thought it was important that her operation institute a wellness program to understand the framework and challenges clients face.

Associates Get Invested in their Careers
A comprehensive incentive program features individual, team and discretionary awards given to associates who “do the right thing.” The rewards system is designed to foster the company’s core values.

Encouraging Wellness for Fun & Profit
Taking a fun, team-oriented approach to wellness among its own employees proved to be a winning strategy for Anderson Performance Improvement, a 16-year-old incentive company that won a 2010 Circle of Excellence Award from the Incentive Marketing Association for its 2009 program.

People Power — The Value of Engagement
Fully engaged and satisfied employees are persistent, proactive and consistently make decisions that are in line with their company’s strategic goals and objectives. This can be a crucial factor in an organization’s survival, particularly during tough economic times. And when conditions improve, engaged employees are even more valuable, making their company stronger and better prepared to take advantage of future opportunities.

Can Your Employees Become Cream of the Corp.?
What makes an employee spectacular? How can the middle, everyday performer in your organization become so special that they accelerate profits and change the way your company succeeds in its marketplace? Louise Anderson’s Cream of the Corp. demonstrates remarkably succinct ways to build a team of high achievers. Anderson creates a simple yet impactful blueprint that shows how the old 80-20 rule (that 80 percent of your results are driven by just 20 percent of your employees) can go away.

To Engage Gen Y Workers, Adopt New Approaches 
Well known as a demanding generation of workers, Gen Y began arriving on corporate doorsteps in early 2000, with high expectations on one hand and high potential for productivity on the other. Companies grappled with how to train, manage, and motivate this generation.