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Compensation Planning to Incentivize Top Talent

TalentGuard

Company management, and human resource departments in particular, are often guilty of treating talent management solutions as five or more separate processes used to build a strong employee base. Consider how compensation planning and management factors into every facet of an individual business. Let’s consider performance management. Unleashing Top Performers.

Even In Open Offices, It’s About Empowering Managers to Be Accessible

TLNT: The Business of HR

In practice, though, an open office design can struggle with an important detail — how do you reward managers without taking them out of the collaborative environment? HR Management Best practices Communications Company culture Engagement HR communications HR management talent managementIt is clear why open floor plans are so popular in offices today.

Annual bonuses: How much do they actually incentivize employees?

Achievers

by Andrea Vearncombe, Total Rewards Manager, Achievers. Do you give your employees big annual bonuses as a reward for their work? There’s a psychology behind rewards and incentives that you need to understand before you can create an effective bonus structure. Reward more with less. Employee Recognition employee motivation employee recognition employee rewards

Reward The Rewarders? It’s Easy With Maestro

Madison

How can you get your managers—the very people who will be rewarding your employees and sales people—more involved in using reward programs? Here’s a hint: Think about rewarding them. That’s right, reward the rewarders! Of course, managing all of this is easy with Maestro. The post Reward The Rewarders? But it might not be.

National Employee Benefits Day: An article roundup

Achievers

In the face of these growing challenges, benefits administrators and total rewards managers truly deserve some recognition: you help make your organizations great places to work. Today is National Employee Benefits Day! Providing your workforce with a competitive and comprehensive set of benefits is an essential element of employee engagement, retention, and talent acquisition.

i4cp Study Finds Managers Who Cling to Good Talent Are Bad for Business

i4cp

Companies with Agile, Mobile Workforces Outperform Competitors High-performance organizations make talent mobility a priority and reward managers for developing employees, according to research by the Institute for Corporate Productivity (i4cp). The study, Talent Mobility Matters , also found that talent hoarding by managers--admitted to by half of the 665 global companies surveyed and 74% of low-performing organizations--is the leading obstacle to creating mobile workforces. High-performance organizations are 4.5 Commitment. Retention. What are you waiting for?

Time Wasting: The Anti-Reward

Compensation Cafe

Is time wasting, as a product of poorly structured (and perhaps poorly incented) management undermining your reward program? What employees really resent is not so much their smartphones as the bad management practices that force them to spend their business hours waiting instead of working. This is a reward problem on two different levels. Would they get fired?

HR Lessons from 10K Feet

SumTotal

But as a manager, and someone who wants my company to succeed, I believe doing that effectively begins with taking a step back. That requires: Encouraging managers to have conversations with employees. Most organizations reward managers primarily, if not solely, on what their departments accomplish. I did it to mark my 40 th birthday. The Skills Crisis. years. link]. [2]

The Ultimate Check-List: 8 Manager Essentials

Achievers

Well, what if we told you that the secret weapon to driving employee success was your managers? More often than not, employees don’t leave companies – they leave bad managers. That’s why it’s up to you to equip your managers with the tools they need to engage and motivate your workforce to drive results. Make managers accountable. Cash bonuses? Look no further!

With Talent Mobility, Recognition is Best

Compensation Cafe

Organizations themselves are increasingly flatter and more agile, requiring less middle management and more project or team-based leadership. One area that is essential to making all of this work is an effective reward and recognition strategy that communicates the value and importance of talent mobility within the organization. Derek splits his time between Dublin and Boston.

Two Types of Compensation People

Compensation Cafe

Bear with me while I oversimplify about how each type distributes rewards. I see major dramatic (if not polar) differences in attitudes among our peers about distributing rewards. One group adamantly maintains that pay for performance is a Good Thing and rewards should be allocated to the most deserving. Such "judges" believe in measuring contributions and rewarding consequences proportional to output results. When the cost comes out of their own pocket, managers tend to be quite parsimonious. whoever they are. Or both? Please share your thoughts.

Avoid 3 Critical Business Disrupters: Upskill Your Frontline Workers

i4cp

At the same time, demand for middle-level management skills is increasing. While 89% of organizations offer development opportunities to frontline workers, 60% do not view development of this workforce segment as a priority, and nearly the same percentage (59%) indicate their employers do not measure and reward managers for developing these workers. While the last jobs report showed a reduction in the unemployment rate to 4.9% (the lowest rate since 2008), there are still 8.7 million Americans looking for work. By 2017, an estimated 2.5 workforce. Weak employer brand.

Social Media and Staff

Strategic HCM

Eg Best Buy’s Twelforce developed out of their initial Blue Shirt Nation which developed collaboration between managers and employees. Even in areas like reward which is probably the least natural area given that the focus in most organisations is to keep reward secret, not transparent. Also look at examples of radical reward management like Semco.) I presented on Tuesday at an event organised by OurSocialTimes, Social Media for CEOs. My session was on social media and staff. People need to know themselves before they can understand others.

Don’t Commit “Recognition Malpractice”

Madison

All kidding aside, I think the biggest offense for any rewards manager is to lock their program (and by extension their company and their employees) into a predefined approach. I was summoned to jury duty the other day. Or should I say I was called to sit in a room for 8 hours waiting to be called. No cases came up and we were eventually dismissed. It got me wondering though, what would happen if you put your recognition program on trial? What kind of charges could someone bring if they did? Too many companies have allowed their programs to linger. Is that a criminal offense?

Garbage In, Garbage Out

ReviewSNAP

Managers and employees get squeamish, and the appraisal process itself can be clunky and time-consuming. Managers can make this process even more unbearable. In fact, we’ve got 10 ways managers spoil performance appraisals: 1. Managers forget that in addition to meeting sales goals or improving financial performance, they need to actually manage their people regularly. If the manager sees reviews as a distraction, so will everyone else. When managers simply go through the motions with performance, employees aren’t going to be invested in the process.

Friday Five: The Philosophy of Management

QAspire

The Philosophy of Management. This note sums up the underlying philosophy of management and leadership. This means letting employees take developmental and stretch assignments, providing a great deal of project-based work, and rewarding managers not only for execution but also for coaching and development. The key however is to know, how to earn these things.

Companies Expand Commitment to Upskill Frontline Workers but Fail to Maximize Impact

i4cp

Fifty-nine percent (59%) also do not measure and reward managers for developing these workers. Not tracking manager effectiveness at developing frontline workers is correlated with poor market performance and is pervasive among low-performance organizations (63% vs. only 29% of high-performance organizations). more prevalent at high-performance organizations.

Managers need recognition, too! 3 steps for employee retention

Achievers

Dear Lonely, Employee retention can be a very difficult issue, but we do know that employees don’t leave jobs: they leave managers. The culture created by managers can make or break employee retention. One of the most effective ways to combat employee loss is to hold managers accountable for the culture of their departments. Amongst a company’s leadership, managers should be the most in touch with the culture in their departments. Effective managers clearly define the goals for a department, and motivate teams with empowerment and encouragement. Mr. Lonely.