Incentive - May 2008 - (Page 26)

CASE STUDY A strong incentive and employee loyalty program has paid off for WESKetch Architecture’s employees. Good morale, low turnover during a period of rapid growth and two “best workplace” awards attest to that The ROI of R&R How do you measure the value of a travel incentive, if the goal is reduced turnover? BY VIRGINIA RANDALL n the foyer at WESKetch Architecture, an award-winning architectural design firm based in Millington, N.J., the two “Best Firm to Work For” plaques take pride of place among other awards on display. “A firm does not grow fourfold in ten years and have a national body of work without having a stellar staff,” says William Kaufman, WESKetch founder and principal. “We hire the best, they perform the best and they deserve to be treated as the best.” Since the firm was founded in 1996, it has grown to 30 employees and four studios. The challenge, according to spokesperson Kristian Dyer, was to “maintain the feeling and appeal of a smaller place of business while continuing to expand.” More is at stake than mere atmosphere. The overall goal was to improve collaboration during the design process so that different disciplines in different I studios work together seamlessly. Architects could then work with interior designers more easily; construction administration would better understand how to work with other studios, and employees could feel comfortable enough with the firm’s principals and directors to foster a two-way flow of ideas and inspiration. To get to that point, WESKetch offers a rich package of employee benefits, combined with an incentive program that rivals those of much larger firms. In the past five years, according to Anastasia Harrison, associate and Director of Marketing and Business Development, the firm increased the entire benefits package to include health, dental and life insurance, employee profit sharing and a 3 percent Safe Harbor 401k plan. In addition to great benefits, in the past two years, the firm’s investment in its incentive program has soared. WESKetch offers an annual company picnic and a holiday banquet; and employee birthdays and anniversaries are celebrated quarterly at company luncheons, bringing economies of scale and time, while adding to a team sense of celebration. The recently instituted “Employee of the Quarter” award combines firm PROFILE WESKetch Architecture Industry: Architecture Objective: Encourage collaboration and strengthen retention as the firm’s size quadruples over a span of 10 years. Solution: Spend 4 percent of budget on incentive programs like quarterly employee luncheons; an Employee of the Quarter recognition program with gift card award; and an innovative points-based program that enables top performers to attend the company trip to resort destinations. Results: Low turnover and high morale in a period of rapid growth; WESKetch has won two “Best Firm to Work For” awards. 26 | Incentive | May 2008 | incentivemag.com http://incentivemag.com

Table of Contents Feed for the Digital Edition of Incentive - May 2008

Incentive - May 2008 Contents Editor's Note: Turn to Incentives in Hard Times In The News: At IMRA Conference, Trade Show Talk; In Utah, Team-Building Trauma Cover Story: Can Incentives Save the Media Business? Incentive Interview: Our New Columnist, Christi L. Gibson Case Study: Architecture Firm WESKetch Builds a Recognition Plan Incentives in a Recession: Advice on Adjusting Your Plan Office Bullies: The Scourge of the Workplace Can Be Reined In Original Research: Incentive Sales IQ Report Recognition@Work: Stop Driving Your Top People Away Incentive Primer: Ways to Foster Creativity in Your Organization Travel News Puerto Rico: Shining Star's Trendy Makeover Mexico: Cancun and Cabo Still Have It Potentials Here and Now Luggage and Leather Goods Gift Cards: F&B Advertiser Index Last Word: Stanley Bing Gives Wimpy Bosses a Nuggie

Incentive - May 2008

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