The Incentive Research Foundation (IRF) today released Impact of Incentives on Training, Learning and Certification, a new study that examines the role of incentives in motivating employees to participate in and complete required training, learning, and certification programs. The research addresses which incentive structures are most effective, how incentives can be designed to maximize engagement, and the impact on completion rates.

“Well-designed incentives can motivate employees to participate in training, follow through to completion, and put their new skills to work,” said Stephanie Harris, president, IRF. “This study offers practical guidance on designing non-cash incentives that make workplace training and certification more appealing, drawing on employee preferences and experiences to clarify which rewards resonate and how they should be earned and delivered.”

The IRF surveyed 608 workers in North America in September 2026. The survey asked employees to choose between hypothetical six-week training programs with different combinations of incentive features. The conjoint analysis gives designers a practical order for making decisions: choose an appealing reward, decide how it is earned, and make delivery dependable.

Key insights reported in Impact of Incentives on Training, Learning and Certification include:

• Make the reward worth the effort. Offer tangible rewards that employees value, with gift cards (50%) and travel (30%) topping the rankings. Tangible rewards were strongly preferred to pure recognition, particularly public announcements.
• Tailor reward choices to differing preferences. The preference for gift cards rises steadily with age, from 40% of workers under 35 to 62% of those 45 and over, while interest in travel rewards moves in the opposite direction.
• Keep a worthwhile finishing goal. At equal total reward value, 42% preferred one larger completion reward, while 38% preferred progress rewards plus a larger completion reward. Consider using milestones to encourage progress while reserving part of the reward to keep the end goal attractive.
• Put later learning into the plan. When the question included using and retaining the learning from workplace training programs, 46% preferred progress rewards plus a larger reward for demonstrating learning later.
• Make room in the working day. Twenty percent said workload determined their timing regardless of reward. Ask managers when people can realistically learn, and reserve dedicated time during the workday if possible.

To download a copy of the full study, visit the Impact of Incentives on Training, Learning and Certification webpage.