INDUSTRY INSIGHTS YOUR PEERS ARE READING
Why ask managers and employees about how they understand pay for performance, when you're not planning to change the performance management process any time soon? I've finally come up with a good comparison that I want to share with you. MORE
Despite the fact that dividing any “excessive” pot among regular employees might only buy each a single pizza, invidious comparisons make wonderfully effective sound bites. More and more money to fewer and fewer people seems to be the trend today. MORE
With certain job levels, the link between incentives and the company's mission would be quite valuable, too. After all, that's the context of your pay-for-performance philosophy, isn't it? Most of us are deep into recruiting these days, so Gallup's question caught my eye and held it. MORE
to senior management, 19.1% awarded as much to employees at the management level, 19.7% awarded it to non-management salaried exempt employees, 20.6% A peek at the maximum increase tied to a performance scale of 1–5 shows that 20.1% Performance management: 8.4%. MORE
Positive visibility should help, and one reliable channel is end-of-year communications about pay practices, bonus awards, company results, team achievements and so on. What would their managers say if you asked them that question? MORE
Perhaps you have heard the following concept in a conversation about performance management, ratings, and the subsequent compensation decisions: “When compared externally , we’re a superior company. In this case, variable remuneration is therefore commission-based and not bonus-based. MORE
The reasons may be seem obscure to outsiders, but they are clear to those who follow the arcane practices of the wage and salary management field. In addition, an employer may select different peer comparison groups for each work group and address them differently. MORE
Buckingham dealt less with the more formal aspects of performance management but it’s this that was covered extensively in the Harvard Business Review. Actual performance accounts for only 21% of the variance. So traditional performance reviews are clearly very unlikely to work. MORE
Fortunately, there are time-tested actions that you can follow including these three listed in a recent Harvard Business Review "Management Tip of the Day.". In comparison, while many in our field are biased against consultants, you can count on most to challenge potential biases. MORE
In recent times, many companies euphorically and rather media-effectively jumped on the bandwagon of abolishing performance ratings. Most, however, were still trying to hang onto their legacy pay-for-performance concepts based on individual objectives. MORE
If you’re a small or midsize business (SMB) that does annual performance reviews, I have some terrible news. Annual performance reviews are dead. A staple of performance management since the 1950s, gone forever. Jump to: What should stay: Performance ratings. MORE
We compensation professionals have been slow to face the implications of how entitlement attitudes affect reward management practices. There is no statue of entitlement , nor is there any law guaranteeing a right to anything you want. MORE
Compensation Cafe
APRIL 19, 2017
Why ask managers and employees about how they understand pay for performance, when you're not planning to change the performance management process any time soon? I've finally come up with a good comparison that I want to share with you.
Compensation Cafe
JUNE 1, 2017
We compensation professionals have been slow to face the implications of how entitlement attitudes affect reward management practices. There is no statue of entitlement , nor is there any law guaranteeing a right to anything you want.
Compensation Cafe
APRIL 27, 2017
With certain job levels, the link between incentives and the company's mission would be quite valuable, too. After all, that's the context of your pay-for-performance philosophy, isn't it? Most of us are deep into recruiting these days, so Gallup's question caught my eye and held it.
Compensation Cafe
JANUARY 20, 2016
The reasons may be seem obscure to outsiders, but they are clear to those who follow the arcane practices of the wage and salary management field. In addition, an employer may select different peer comparison groups for each work group and address them differently.
Compensation Cafe
DECEMBER 7, 2016
Fortunately, there are time-tested actions that you can follow including these three listed in a recent Harvard Business Review "Management Tip of the Day.". In comparison, while many in our field are biased against consultants, you can count on most to challenge potential biases.
Compensation Cafe
APRIL 12, 2016
Despite the fact that dividing any “excessive” pot among regular employees might only buy each a single pizza, invidious comparisons make wonderfully effective sound bites. More and more money to fewer and fewer people seems to be the trend today.
SuccessFactors
JANUARY 11, 2018
In recent times, many companies euphorically and rather media-effectively jumped on the bandwagon of abolishing performance ratings. Most, however, were still trying to hang onto their legacy pay-for-performance concepts based on individual objectives.
Compensation Cafe
SEPTEMBER 28, 2017
Positive visibility should help, and one reliable channel is end-of-year communications about pay practices, bonus awards, company results, team achievements and so on. What would their managers say if you asked them that question?
HR Daily Advisor
AUGUST 16, 2017
to senior management, 19.1% awarded as much to employees at the management level, 19.7% awarded it to non-management salaried exempt employees, 20.6% A peek at the maximum increase tied to a performance scale of 1–5 shows that 20.1% Performance management: 8.4%.
SuccessFactors
FEBRUARY 6, 2017
Perhaps you have heard the following concept in a conversation about performance management, ratings, and the subsequent compensation decisions: “When compared externally , we’re a superior company. In this case, variable remuneration is therefore commission-based and not bonus-based.
Strategic HCM
JULY 1, 2015
Buckingham dealt less with the more formal aspects of performance management but it’s this that was covered extensively in the Harvard Business Review. Actual performance accounts for only 21% of the variance. So traditional performance reviews are clearly very unlikely to work.
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