And then again, I remember the pleasure of being pushed to perform, even in the face of failure, to reach for the sky. And if you’re one of the high performers, even in the face of tyranny, then you’re more than likely to go, go, go. This is how companies will drive long-term business outcomes and retain high performers. Helping each other manage priorities that ultimately propel the business in a positive direction (on most analytical accounts) will make all difference. MORE

Study after study has confirmed that attempts to motivate people with extrinsic rewards to perform better, work harder, or behave differently tend to be fruitless at best—and are often counterproductive. So why do so many organizations still use the old “pay for performance” moniker? MORE

It’s even more dismal when you consider the fact that some of the employees who leave after four and a half short years may be your best performers. It begs the question: Can management do more to boost retention? Specifically, Sullivan finds that in order to retain new employees, managers should conduct stay interviews at four and eight months. In 2014, the total turnover rate for all industries in the U.S. According to the U.S. MORE

LinkedIn’s Talent Blog recently offered a highly educational infographic, Why More Employees Are Considering Leaving Their Companies. The infographic contains a variety of useful insights and data—but one of the key story lines is this: LinkedIn surveyed employed individuals worldwide, asking what would convince them to leave their employer; their top response was “better compensation and benefits.” Sadly, too many performance reviews skip right past internal career pathing. MORE

Mr. Wilde, of course, never had to purchase performance appraisal software. Figuring out just what you’ll need to pay for a good performance management solution can be an exercise in frustration, obfuscation, and “request a price quote” buttons that will turn even the most sunny optimist into a jaded software cynic. Typically performance appraisal vendors define a user as any employee that is registered on the software, though inactive employees are often not counted. MORE

More than a third of the world’s employers are struggling to find the right talent. ManpowerGroup’s 2013 Talent Shortage Survey canvassed more than 38,000 employers worldwide, and 35% of them reported “difficulty filling jobs due to lack of available talent.” What’s more, their struggle has been worsening; the 2013 findings were the highest proportion of employers expressing concern about talent shortages since 2007. MORE

Your employer brand is your talent attraction strategy and should display exactly who you are as an employer to talent worldwide. 93% of CEOs are aware of inadequacies in their talent attraction strategy , but more than 60% state they haven’t addressed this issue. What’s stopping leaders from taking action on improving talent attraction efforts? Rewards and Recognition/Compensation. To learn more about talent management, check out our upcoming webinar. MORE

“Talent management? Bersin, a highly respected consultant who is Principal and Founder of Bersin by Deloitte, Deloitte Consulting, offered his research and tips for succeeding with the new talent agenda. Bersin’s research shows the following top talent priorities: Top Global Talent Priorities. Talent Acquisition & Access. Talent & HR Analytics. Globalized HR & Talent Management. Fix Performance Management. MORE

Google’s commitment to its employees can explain why the company has topped the Great Place to Work list in 2013 and 2014, and it has remained in the top five in the preceding years. A closer look reveals another important factor in this victory: Google’s carefully constructed and truly nurturing performance management system. They are not easily fooled by traditional motivators, such as compensation and bonuses. How Does Performance Management Work at Google? MORE

Crystal Spraggins, SPHR When PayScale asked more than 5,500 business leaders the main reason their companies adjusted pay in 2015, 52 percent answered "employee performance." Yet, many employers struggle to link pay and performance in a consistently meaningful way that actually drives performance. 95 percent of managers are dissatisfied with their companies’ performance man-agement process. Why is pay for performance right for our organization? MORE

When it comes to compensation, the figure that employees will be most concerned with is almost always base pay. But as you know, there are many other components that factor into employee benefits statements, which are also referred to as a total compensation statements (source: SHRM ). Recently, more and more companies have begun compiling total compensation statements for their employees. MORE

As soon as an organization takes the time to consider high churn rates, it starts to focus its narrative on compensation, benefits, training, development, engagement, and morale boosting activities. In a survey by the Bureau of Labor Statistics it found that the average time an employee spent at a company in 2014 was three times higher (10 years versus 3 years) amongst employees between the ages of 55 and 64, than those between the ages of 25 to 34. MORE

Mr. Wilde, of course, never had to purchase performance appraisal software. Figuring out just what you’ll need to pay for a good performance management solution can be an exercise in frustration, obfuscation, and “request a price quote” buttons that will turn even the most sunny optimist into a jaded software cynic. Typically performance appraisal vendors define a user as any employee that is registered on the software, though inactive employees are often not counted. MORE

Let’s take a look at three key technology systems that, when working in unison, can help you go from feeling like an office manager to finally feeling like the HR director. Performance management software. Manually tracking whether employees receive formal performance feedback can be cumbersome and leaves open significant cause for error. Managers often don’t complete performance reviews on time, or at all. MORE

While compensation may indeed only be one piece of what works to attract and retain employees, it is quite a significant piece. In order for employees to understand their value in the organization and the fairness with which you’re compensating them, you must become transparent about rewards. Here are a few more things to consideration about communicating rewards: Communicating the “Why ” Behind Compensation. MORE