Frequently Asked Questions

Why do you call it the 100 Club?

When an employee earns 100 points, then he or she becomes a member of a special Club. Hence, the 100 Club.

Isn’t that kind of hokey – considering the employees are all adults?

Well, the Harvard Business Review responded to an article I wrote and said, "It isn’t hokey if it works." I believe that says it all.

What’s the difference between the 100 Club and an incentive program?

Usually, incentive programs give out large cash rewards and/or expensive gifts. 100 Club members receive nominally priced gifts and no cash awards. The intent of the 100 Club is to show employees that they and their efforts are appreciated. Because it is physically impossible for a manager to thank each and every employee every single day, the gift the employee receives symbolizes management’s appreciation. Further, with financial incentive programs, it doesn’t take long for employees to gripe about how much the company must be making if they can afford to pay out such expensive gifts. Organizations using the 100 Club tell employees up-front: "This is not a financial incentive program. The 100 Club is meant to show our appreciation for your hard work and commitment to all of our goals."

What’s the difference between the 100 Club and a gain sharing program?

Pretty much, you should review the answer given in the previous question. In addition, it is our belief that gain sharing programs turn into entitlement programs as far as employees are concerned. In organizations where managers believe the only motivator is money, then the 100 Club will not work.

What prompted you to start the 100 Club?

One day, it dawned on me that, as managers, we spend an overwhelming amount of time focusing on those employees whose work habits negatively impact our business. Shouldn’t it be the opposite? Why aren’t we spending more time giving attention to the employees who make us successful? While the 100 Club doesn’t totally eliminate the amount of time management representatives spend dealing with employees who violate the rules, it does focus more attention on our good employees. And, that’s the way it should be.

Does the 100 Club reward only high achievers?

On the contrary. Actually, the 100 Club recognizes average performance. Our belief – confirmed by tremendous results – proves that when we recognize the average performance – those tasks we have always expected employees to perform – then we eliminate many of the valleys and achieve more heights. It is far easier to motivate employees when they realize we are rewarding them for achieving the same results we have constantly required. They say to one another, "Hey, they’re just telling us to do what we’ve always done and now we get rewarded for it." Still, for those whose performance has been sub-par, for them to get into the 100 Club requires extra effort. So, the traditionally below average performers change their work ethic so they, too, can become 100 Club members. The results move the organization forward at a faster rate.

Do employees really change their work habits just to get what amounts to "praise"?

The 100 Club’s focus is recognition. Yes, that causes employees to change their work habits so they can become 100 Club members.

Does the 100 Club work in a union shop?

The 100 Club works in any employment setting, whether unionized or non-union. In a union shop, we work closely with the union to make sure they understand that the company isn’t going to expect any more or less from the employees – their union members – than what was happening before the 100 Club was introduced. Also, we encourage the union to be a part of the 100 Club team and to take credit for its introduction into the business environment.

What is the biggest obstacle to overcome?

Frankly, it is getting management to commit to the 100 Club being a permanent change in work-style. The 100 Club is not a short-term quick fix for exiting problems. It is a change in the work environment and it lasts for the life of the organization. It may evolve into another form. But, recognition of the employees’ good efforts must remain a constant.

How do you overcome management’s skepticism?

One thing shared by management representatives as well as employees is: skepticism. For the employees’ part, they say – "I’ve been here for many years and now you want me to believe that I just have to keep doing my job as I have and I’m going to start being recognized for my efforts?" As for managers, we build them into the system, too. Management employees, from front line supervisors up through the CEO and Chairman of the Board also are eligible to receive points for meeting their goals. Remember: this is a team effort. An organization must succeed at every level in order to survive and thrive.

What kinds of results have been achieved through the 100 Club?

In one business, a federal study confirmed the following: 14.5% increase in productivity; 48% reduction in quality errors; 32% decrease in absenteeism and a 41% decrease in workdays lost due to on-the-job accidents.

How long does it take to implement the 100 Club?

The first step is a design session that takes 2 to 3 days at your location. For that, all of the key managers have to be present. After designing the 100 Club, it takes 10 weeks for the 100 Club to be introduced to your employees. The results start happening as soon as the 100 Club gets underway.

If an organization is interested in the 100 Club, how do we get started?

First, contact Dan Boyle via the "contact us" tab on our Home Page. Tell us about your organization – what type, how many employees/departments, where you’re located and, most importantly, why you’re interested in the 100 Club? What do you want the 100 Club to do for your organization?

Then, we can schedule a one-day session at your location (a) for you to get to know Dan Boyle and his approach and (b) for Mr. Boyle to determine your organization’s long range commitment to all of the principles that guide the 100 Club.

How much do you charge for your services?

The one-day "Getting to Know Each Other" session costs $1,000 (*) plus travel expenses. Normally, Dan Boyle likes to arrive and conduct the session the same day to minimize expenses.

To design and implement the 100 Club, the fee varies depending on the size of the organization, the number of employees and departments and the complexity of your goals. The minimum fee is $10,000.

(*) When an organization signs on to have us develop the 100 Club, the $1,000 "Getting to Know Each Other" fee is credited to the client’s account for a $1,000 reduction.

Is there anything else we need to know about Dan Boyle and the 100 Club?

Everything Dan Boyle does is hands-on, so don’t expect a lot of high-tech approaches. His 25 years of experience working with a wide variety of organizations has produced significant results. That’s what you’d be paying him for, isn’t it?