Incentives and Employee Engagement – Ensuring They Are Assets not Liabilities

The last several months have been very busy. Client work has taken us to Arizona, Idaho, Michigan, Ohio and Pennsylvania. Last fall we began presenting a series of speaking engagements entitled Incentives and Employee Engagement – Ensuring they are Assets not Liabilities. An easier titled may be, “The Good, the Bad and the Ugly”. The response to the subject and materials has been amazing. Particularly to CEO’s and CFO’s who have always questioned the real relationship between incentives/bonuses/variable compensation, employee engagement intiatives and demonstrated incremental gains in financial performance. Below is an outline of the presentation that is available for your senior management team, trade association or professional group.


Available in one to four hour personal presentations to fit your requirements.


The Challenge  – 80 percent of incentive plans and employee engagement initiatives fail to achieve initial operating objectives. Many are simply giving money away, with little to show. This session is a product of 25+ years of experience and over 300 manufacturing initiatives. Intended as a direct, targeted, reality-based discussion of what works and what doesn’t in getting your employees fully engaged in driving financial performance – every month.

Incentives and engagement are not about employees being “happy”, rather it’s about their being effective. Achieving specific financial objectives through real time situational awareness, focus, and organizational intensity must be the stated mission.

Risks and Rewards – Identify and define key variables in the employee incentive and engagement process that lead to failure or reduce the organizations opportunity to positively impact operating results. Conversely, illustrate the range of opportunity a well-designed and executed strategy could have on financial performance going forward.

Proven Formula – Understand methods to define and measure employee engagement and organizational productivity within the financial statement. Straightforward, yet robust bonus/incentive compensation formulas linking all employees to financial results, real time. Yielding a 90% + correlation to profitability. Identifying and avoiding incentive, bonus or other plans that do not correlate to profits.

Leadership & Cultural – Illustrate the leadership and culture required to support successful incentive/bonus systems. Dollarize and energize the factory floor. The importance of emotional engagement in stimulating employee performance. Happy isn’t necessarily engaged or productive. Understanding why your unhappiest employee may in fact be your most engaged employee.

Three Critical Components for Success – Understanding the three (3) most critical factors in the successful design and execution of highly effective incentive/bonus/employee engagement strategies. Factors include the financial, operational, and behavioral ingredients required to ensure significant incremental bottom-line improvement and sustainability. Creating “One Team – One Goal”.

Karl F. Muller—President of The Muller Group, Inc., when asked if The Muller Group “specializes” in a particular industry, he say yes… those industries that have employees and financial statements! Although having a heart for manufacturing, they “specialize” in providing tools to drive organizational performance in any industry. It’s all about people and performance. Karl has consulted in the following industries:

Advertising – Aircraft Engine Mfg – Agricultural Products – Architectural Products – Arms Manufacturing – Assembly – Bakery – Battery Mfg – Boat Building – Building Materials – Automotive Supplier – Chain Mfg – Chemical Mfg – Consumer Product Mfg & Dist – Concrete Products – Die Casting – Direct Mail – Distribution – Engineering Svc – Engine Mfg – Fiberglass – Fire Fighting Equip – Fire Protection – Food Products – Food Processing Equip – Foundry – Gift Products – High Tech Mfg – Imaging – Job shops – Leather Products – Machining – Material Handling – Medical Products – Metal Fabrication – Metal Service Center – Metal Slitting – Metal Stamping – Office Products – Oil Refining – Packaging – Paper – Paving – Plastics – Pet Food – Pharmaceutical Mfg – Printing – Publishing – Quarries – Railroad Products – Retail – Rubber – Screw Machine Products – Steel – Steel Fabrication – Steel Service Center – Textiles – Tooling – Wire and Cable – Wood Products – Yacht Repair and Service – and others.

The common denominator among the businesses represented is the unrelenting need to grow sales, maximize productivity, reduce costs and improve profitability. AND most importantly, recognizing that fully engaged employees, at all levels, focusing on specific and aggressive shared business and financial goals are required to optimize success.

Client Demographics

  • 500 + assessments, training, and client projects to date.
  • 50 employees to the Fortune 50.
  • 60% Privately Held, 40% Public.
  • 70% Manufacturing, 25% Service/Distribution, 5% Non-Profit.
  • Non-Union, Union.


 Karl F. Muller |  The Muller Group, Inc. |  1-757-566-4485 | Website and Blog





About Karl F. Muller

Specializing in driving Organizational Performance to new levels. Utilizing a tactical and focused four (4) part strategy to engage all employees in the pursuit and achievement of performance and real financial results. Applicable to manufacturing, service, distribution and corporate services groups. We have worked throughout North America with businesses and facilities ranging from 50 to 5,000 employees, union/non-union. Define... Measure... Pursue... Reward. Celebrating our 30th year. 200 public speaking engagements, 5,500 senior managers trained, 700 organizations assessed. We are serious, tactical, focused. No fancy corporate speak, no blue suits. Just Results. The Muller Group, Inc.
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