Home arrow BPIR Partners arrow Employee Motivation 2
Employee Motivation 2
Article Index
Employee Motivation 2
Expert Opinion
Survey and Research
Example Cases
Measure and Evaluate
Summary of Best Practices

Example Cases

Valuable lessons can be learned from the following organisations: 

first direct (FD), United Kingdom
Employee engagement reduces staff turnover

FD based its brand on customer perception and experience; therefore, employee engagement was critical to its success. At the heart of FD was a pledge to treat its employees as individuals in order to help them exude friendliness, confidence, and competence. The following factors contributed to FD’s engaged workforce:

  • leadership: staff felt that senior management took their opinions seriously
  • recruitment was tightly controlled
  • induction took seven weeks, and mentors worked with recruits until they were confident to take calls alone
  • more than 1,000 different shift patterns were available to staff
  • call lengths were never measured
  • staff turnover at FD was 14%, well below the industry norm, and
  • in 2009, FD won the Your Money award for best online bank. [17]

Best Buy, USA
Employees motivated by freedom

Best Buy in the United States implemented a Results-Only Work Environment model in its corporate statement; as a result, office productivity increased by 41 per cent, and voluntary turnover rates decreased by 90 per cent. Using this model, employees were free to do whatever they wanted, whenever they liked, as long as the necessary work was done. Managers trusted employees to accomplish duties, and evaluation was based on results rather than how much time employees sat at their desks. There was no need for schedules; reportedly, nobody felt overworked or stressed, and nobody talked about the number of hours they worked. People at all levels sought to avoid wasting the organisation’s time and money. In this environment, teamwork, morale, and engagement soared. [18]

Philips Electronics, USA
Employee engagement lifted by video game


When a 2006 internal survey revealed that employees at Philips Electronics North America, an electronics manufacturer, felt neglected, the company’s communications department developed a video game that set departments across North America against each other to build teamwork and camaraderie among employees and managers. The game tested employees about their knowledge of the company, as well as of its management agenda and culture. The game met and surpassed its objectives of getting managers to engage with employees, and encouraged the employees to rely on teamwork to drive the organisation forward. As a result, when the next employee engagement survey was taken, it was revealed that:

  •  72% of managers were seen as active role models for company values, as compared to 50% in 2005
  • 82% of employees believed Philips had an outstanding future, up from 66% in 2005
  • 65% of employees trusted Philips leadership, compared to 49% in 2005. [19]

Deloitte LLP, USA
Employee motivation via film making

In search of a unique recruitment tool, Deloitte invited members of its global workforce to make three-minute amateur films that answered the question: “What’s your Deloitte?” A non-traditional approach was sought, which aimed to connect with the organisation’s diverse audience. Deloitte wanted to deliver breakthrough communication that would boost morale and drive participation (whether film making or viewing/voting) among all Deloitte professionals. A “film festival” was promoted, using Deloitte intranet services; three weeks were allocated to attract registrants, and a further three weeks for the film makers to submit their entries. 372 films were posted to an internal YouTube-style site where employees voted on the winners. The project was a great success with 75 per cent of personnel participating via film making, viewing, rating, and/or voting. The films were used widely at recruiting events, CEO speeches, professional industry events, and on online recruitment sites. [20]

Southwest Airlines, USA
Web blog boosts employee engagement

In order to give customers an opportunity to voice their opinions, Southwest Airlines in the United States hosted a blog on which both customers and employees were able to freely comment on their experiences, and also post videos. One passenger posted footage of an employee entertaining cheering passengers by playing a ukulele during a flight delay. The clip was later posted on YouTube. The blog created many customer and employee evangelists; this helped Southwest to maintain its ranking among top corporations in connection with its reputation and brand. [21]


You are reading a Best Practice Report in html-format. Become a member of the BPIR to receive a new report in PDF-format every month (see examples: Benchmarking & Business Excellence). PDF-format can be saved on your hard drive, emailed to work colleagues, and are much easier to read and print out!.. For BPIR updates and best practices sign up to our FREE newsletter. 

< Prev   Next >