Employee Incentive Plan

Client Background

J.L.Moogan – a company providing temporary staff within the catering, hospitality and event industries within the North of England and Scotland.


The temporary staff industry is growing rapidly due to the recent recession, with more people than ever relying on short-term work placements as their major source of income. This has led to several new agencies opening up in the North, and competition has started to be driven by price rather than expertise.

J.L.Moogan believes its staff are the heart of its business and understand that its employees are ear to the ground contacts with their clients and possibly have the best insight into what can be done to ensure the company remains the market leader. The company was looking to put an employee incentive plan in place to motivate staff to put forward ideas and to reward those who have ideas put into practice. It is wary however of high admin, paperwork overload, and people being demotivated if their ideas are not launched.


The company thrives on having workers on their books for a prolonged period of time – they believe in providing staff not just quickly, but sufficiently, and therefore look after staff who work well. Their overall demographic is:

  • 30 – 69 years old – average age is 42
  • Been with J.L.Moogan for average of 4.5 years
  • 73% female
  • Educated to GCSE level or equivalent

They do however take on several seasonal staff in the summer and at Christmas

  • University students
  • 85% female
  • 20-24 years old


Agency Process

    Prior to the launch of the scheme, staff received emails advising them that something was coming. Each email showed how one ‘fluke’ decision led to a famous company becoming a leader in its market, showing how easy it was to miss the golden opportunity, but likewise how easy it was to make it big! Following on from this vein of ‘flukes’ staff were encouraged to submit all types of ideas – no idea was too ambitious or too insignificant. Absolutely everything constructive was welcome. All ideas would be reviewed and receive feedback including those not being progressed so that staff would understand why to receive appreciation for their efforts, and not become disheartened. To reduce administration burden, a small group of senior managers received all the ideas collected:

  • To discuss and provide feedback whereby a minimum 2 reviewers had to agree to progress the idea
  • If the reviewers couldn’t agree on its effectiveness, another 2 reviewers would need to view the idea
  • Be escalated to the monthly board meeting if both reviewers thought the idea was viable
  • All escalated ideas would be discussed at the monthly board meeting with the senior management team, and the staff member invited along where necessary to provide further details & information behind the idea.
  • To encourage submissions, all reviews marked as genuine, whether successful or not were entered into monthly prize draws to win £100 reward to be spent however the winner wished. In addition, when submitting an idea, staff would be automatically directed to a gameplay from a selection of match two, spin the wheel, unlock the box, and similar games.
  • Instant win opportunities allowed J.L.Moogan to manage their budget but maintain excitement in the scheme. Prize headlines were created such as win an experience, trip to the cinema, a box of goodies etc, but for ease of administration were all issued using a branded prepaid card solution.
  • Those ideas that were eventually put into place saw the submitter receive a £250 prepaid card at idea launch, and 5% of all savings or increased profits made in year 1.


Over 320 ideas submitted in 12 months:

  • 61% of staff submitted ideas in this period
  • 97 ideas escalated
  • 56 ideas implemented (17%)
  • Estimated combined saving and profit increase of £1.2million in year 1

Once cards were issued further rewards could be made to the employees at a minimal cost but with full brand and reward recognition each time the employee used the card. The client had a full audit trail for all adhoc rewards which were usually lost in general overhead costs.

See more Usage Models below:
*for illustrative purposes only