Moreover 9+ years of experience in the Loyalty & Incentive branche Toon is working for brands such as Samsung, Conduent, and Heineken. Toon is a true specialist in the developing and execution loyalty & engagement programs from an all-round perspective.

In this keynote, Toon explains how the employee engagement program Samsung Academy started with 1,500 and has grown to 15,000 participants. How the participation of the participants has increased through the use of knowledge questions, store rankings, and battles. And how a greatly increased NPS score has been created among involved sellers. This program has received an average of 9.2 based on a participant survey. Discover more in the following interview that Toon van Gastel has offered to the HR Summit team!

 

 •  Can you tell us a little bit about your professional background?

I have a Degree in International Business Administration and graduated in Customer Relationship. Management and Loyalty Marketing. I started working at Touch 8 years ago as Project Manager Loyalty Programs and ever since I have been closely involved in the development of several Loyalty & Incentive solutions. Since 2019 I am Product Manager Loyalty Solutions, managing over 30 programs for clients in several sectors and different channels

 •  When you focus on common sense, you can build a strategy that allows people to grow and bring value to the company. How would you define the common sense in human resources?

In my opinion, common sense should always be the starting and endpoint of any strategy. You can brainstorm and innovate in several different ways, but it all starts with what makes a difference on the floor of any company.

 • Discrimination, low motivation & job satisfaction, performance issues, poor job fit. What are the most 3 common workplace concerns and solutions to them?

Recognition, appreciation and decentralized communication are key drivers for a higher level of employee engagement. In order to enable these tactics, organizations must be open to new initiatives. In our experience, a bottom-up and transparent approach seems to be successful in any case.

 •  It`s clear that employee loyalty can impact recruitment, engagement, and retention. What should be three key elements to keep in mind when we develop a loyalty program?

Goals: Describe the SMART goals of the program
Desired behavior: Translate the goals into actual employee behavior
Communication: Take into consideration all points of contact and channels in order to promote the program

 •  Is there an optimal percentage of engagement in our company so we can be sure that our work is proving to be efficient?

Rather than striving for an optimal percentage, I would say that it’s all about how engagement can be increased and what positive effects this results in the shorter term.

 •  How do you discover self-expectations when assessing loyalty?

Loyalty is a widespread term that encompasses a multitude of behaviors, which differs per organization. Expectations are closely linked to goals, and as mentioned, goals need to be defined and committed to.

 •  What practical means can a business use to better engage its employees? Let’s discuss a situation that you faced as a professional and how did you solve it.

We work for several call center companies. Engagement and employee churn are key concerns and traditionally Cash Bonus Schemes are the reward mechanism that is in place.

For all call center organizations where we have replaced the Cash Bonus Scheme for a Points Based Loyalty Program, engagement went up and employee churn went down, while the administration of the program had a lower impact. Key reasons why these Points-Based Loyalty Programs are more effective:

Recognition – Non-cash awards deliver more recognition because they don’t get mixed with another cash spending such as groceries.
Trophy value effect – People feel free to talk about non-cash rewards in a way that would be inappropriate for cash compensation.
Memorable effect – Surveys show that merchandise rewards are remembered longer than cash, with a longer-lasting boost in performance.

How can you measure the success of a customer loyalty program?

As mentioned, this is all about setting goals and KPI’s and this differs per case and per company, sometimes even per segment.

Raises, bonuses, profit sharing vs health benefits, recognition of the week, growth opportunities – what do employees need more?

Personal peer to peer recognition among colleagues throughout the organization.

 •  What would you like to see more in the industry where you belong?

While the correlation between employee engagement and profitability has been proven (Maclead report – Engaging for Succes), in too many cases the intrinsic motivation is left out of the equation when it comes to defining goals and KPI’s. I think it would be of great value when exactly this is part of the internal discussions more often.

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Pe Toon Van Gastel il veți cunoaște în cadrul HR Summit Cluj-Napoca, unde susține prezentarea în format de studiu de caz: Samsung Academy – how e-learning and rewards boost brand engagement and sales results amongst resellers.