It takes many skills to be an effective leader. But arguably the most important trait for a leader is the ability to communicate effectively.

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Two different executives lose their jobs. One sends out thousands of resumes, receives little response, and is angry and bitter. The other returns to school, changes careers and creates a new professional life. Why is one executive stuck in an unhealthy pattern, while the other is able to adapt?

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Jef Pauwels, Vice President, Learning and Organizational Effectiveness for Philips, discusses how Philips has launched a successful global training structure.

This Podcast examines how talent management plays a crucial role in business strategy at Transocean from the unique perspective of Steven Newman, the company's president and COO, who previously was an HR executive.

This Podcast examines what it takes to be a successful leader in the face of today's economic challenges and how to help leaders get there.

This podcast discusses the increasingly complex role of mid-level managers, and what organizations can do to develop that often overlooked level.

This podcast discusses the increasingly complex role of mid-level managers, and what organizations can do to develop that often overlooked level.

In this 2009 presentation, ICF International discusses how corporate sustainability is becoming increasingly important to a company’s workforce and cites studies from the U.S. Environmental Protection Agency that show that human behavior can have a greater impact on corporate sustainability initiatives than technology upgrades.

This podcast explores the findings and implications of DDI’s Pulse of the Workforce research and what organizations can do to engage and retain individual contributors.

This podcast details about the new rules and their implications for incentive compensation plans, including ways organizations can assess risk and determine what levels are appropriate.

AlliedBarton secures more than just buildings by making employee learning, development, and career advancement opportunities a big priority.

Although many executives view employee engagement as important to the success of their companies, an ASTD–Dale Carnegie Training–i4cp learning and employee engagement study finds that only one-third of their employees are engaged.

Engaging employees as part of the solution, not part of the problem, can make a big difference in customer service training. By focusing on employee emotions, one organization was able to overcome some critical challenges.

Lowe's defines the link between customers and employees, and highlights the crucial role of engagement in achieving enterprisewide results.

This Podcast is a discussion on rewards & recognition for employees

This Podcast is about Employee Benefits

This Podcast is about employee recognition during recession

This Podcast is about Employee Recognition Programme

This Podcast is about employee performance

This Podcast is about employee development.

This Podcast is about motivating employees  

This Podcast is about developing a recognition programme for Employee benefit.

This Podcast is about employee retention in the time of recession.

This Podcast is about how to build business case for strategic recognition during recession.

What do having no accidents, making no errors and handing out a bonus across the board have in common?  They all reward things a dead man can do!  Listen now.

In his latest podcast, Aubrey Daniels discusses the reality that salary and hourly pay produces the lowest performance, and instead companies, at the very least, need to build in contingencies of reinforcement.

Ever since the federal TARP bailout of banks and insurance companies led to a huge public and political backlash against incentive travel, the industry has become galvanized by the realization that there is very little hard research that backs up its long-held beliefs about the power and value of non-cash incentives.

This week, we had the chance to talk to Will Fultz about the importance of rewarding top sales producers.  Will is the author of  Top Sales Blog, a contributing member of the Sales Bloggers Union, an Internet marketer, and a practicing salesperson for a Fortune 500 paint & coatings company.

What motivates sales people?  How do great sales managers keep their teams motivated in tough economic times?  Those were the topics we discussed with Jim Keenan in this episode.

As the economic crisis has forced companies to tighten their belts and justify every expense, incentive programs have come under intense scrutiny. Many companies have cut back on their reward programs, regardless of how successful they may have been. Sometimes this makes sense, but too often decisions to cut back incentives are made out of fear more than careful consideration, according to the members of Incentive’s 8th Annual Industry Roundtable.

Incentive’s cover story this month looked at the challenges and benefits of running a truly global rewards and recognition program. We decided for this month’s Incentive Insights podcast, sponsored by Nikon, to reach out to a different expert on this topic to learn about his experiences.

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For this month’s Incentive Insights podcast, sponsored by Nikon, writer Margery Weinstein speaks with Peter Hart, CEO of Rideau Recognition Solutions and a member of the Board of Directors of the Incentive Federation.

You may have heard of the terms Corporate Social Responsibility or Corporate Responsibility but what does it mean exactly? How have organizations made efforts to becoming more socially responsible, and how do they measure it?

Hello, and welcome to the Robert Half podcast series. I’m Stuart Cameron. These days when we hear about staffing and recruitment, we hear about candidates and employers, applications and interviews.

Andrew Brushfield, how do you think all the uncertainty in the economy these days has affected workplace productivity?

Our organization is starting to have a very constructive discussion about rewards and recognition for Black Belts. (Green Belts, hold on, you're next.) We canvassed our current Black Belts and - as you might guess - the variation was wider than the mean!

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The international aspirations of individuals, businesses and countries are taking an unprecedented turn as the first decade of the 21st century comes to a close. Globalization today encompasses not only the free-flowing exchange of goods, but of capital, technology, even services and labor. The world’s economies find themselves linked in ways virtually unimagined only a generation ago.

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In this rewarding conversation, Alan Pickering talks to Claire Ross about Straight Through Processing (STP).

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In this rewarding conversation, John Ball speaks to Stephen Green, Sue Bartlett and Jackie Holmes on the Impact of A-day on senior executives.

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In this rewarding conversation, Alan Pickering is joined by Phil Percival where they discuss how employers are reviewing their DC offering and deciding how to communicate this offering in the wider employee benefit context.

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This recession has made it all the more important to retain your top talent, now and in the future. How are you insuring your talent is engaged with your organization and will continue to be engaged when the recession turns around? Globoforce's Andrea Dumont discusses how recognition can be used to help retain and engage your top talent, now and in the future.

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The declining state of the global economy, layoffs, bankruptcies, foreclosures and the credit crunch – the news headlines are impossible to ignore. Derek Irvine of Globoforce discusses the impact this is having on employees and how strategic employee recognition can boost morale, increase productivity, and save your company money.

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Globoforce's Andrea Dumont discusses how to maximize the impact of your recognition programs to achieve higher measurable results with zero budget impact.

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The key to building the business case for strategic recognition in a recession is to show the program’s value through measurement. Globoforce’s Andrea Dumont discusses the 5 key steps to measurement that help prove program success.

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Many BNI members have employees, and we almost never think about them as a source of referrals for our businesses. But building a business through word of mouth is everyone’s job.

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Incentive’s cover story this month looked at the challenges and benefits of running a truly global rewards and recognition program. We decided for this month’s Incentive Insights podcast, sponsored by Nikon, to reach out to a different expert on this topic to learn about his experiences

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A focus on rewarding short term results is one of the management practices which has been blamed for causing the current financial crisis, but even as many agree that incentives need to be reworked, one professor is making an even bolder claim: “The result is irrelevant as a measure of decision quality.”

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For this month’s Incentive Insights podcast, sponsored by Nikon, writer Margery Weinstein speaks with Peter Hart, CEO of Rideau Recognition Solutions and a member of the Board of Directors of the Incentive Federation.

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Ken Scarlett (profile) is CEO of Scarlett Surveys International, a company that has been conducting employee surveys for over 35 years. Ken shares a variety of insights gained from his extensive experience measuring and analyzing employee attitudes.

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Engaged employees are more productive. Productive employees help us grow sales faster than costs. Therefore, engaged employees are key to increasing your bottom line

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Focuses on some steps that managers can take to provide greater employee engagement as opposed to simply employee management. First, the authors suggest focusing on reasons why employees excel rather than why employees fail. Second, embrace the idea of transparency and trust in interpersonal interactions and communication. Third, the organization should embrace a culture that makes leaders visible and accessible.

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WD-40 Company CEO Garry Ridge discusses employee engagement and the role that employees and leadership on how they feel about an organization, including how the company uses the concept of a tribal culture to serve that purpose.

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If CEM execution is broken, examine the foundation rather than fill potholes. Gain company-wide cooperation for customer experience strategies

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In show #013, Jon mentioned that he'd taken some video at the recent HCI Summit which led onto a conversation about use of video. In this show, we will talk about the increasing use and benefit of video within HR, and its internal and external applications.

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This is about Employee Engagement Building Blocks

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The troubled economy has brought about dramatic changes in the employment contract and the composition of the workforce. How can organizations keep employees motivated in an era when many traditional rewards are off the table and changes in many workers' retirement plans disrupt natural talent flows?

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This week, Wayne gets to grips with the hottest topic of all - employee engagement - in the company of Jonathan Austin, CEO of UK-based workplace engagement specialists, Best Companies.

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In this episode, Booz & Company Principal Christopher Hannegan joins Sean McDade, founder and CEO of PeopleMetrics, to discuss measuring employee engagement throughout a merger, and how to use the information to create effective communications. They explain the proper time to begin measurement, the types of questions employees are typically asked, and how the approach can add value to a merger.

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Southborough, Mass and Dublin, Ireland (Vocus/PRWEB ) February 12, 2009 - Globoforce, the world's leading provider of global strategic on-demand employee recognition solutions, today announced the debut of a new weekly podcast series designed to offer educational information about the value of strategic employee recognition programs. The first podcasts in the series will have a particular focus on the importance of recognition during recession.

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Anna Farmery produces an ongoing podcast of note, the Engaging Brand. She interviews me for episode 109, and we talk about measurement in the new world. You’ll learn: What are the new attributes, how has measurement changed, and we’ll provide some specific steps to moving forward.

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Our final Emotional Intelligence podcast in the Employee Engagement series focuses on the area of General Mood. There are two attributes to consider: Optimism and Happiness.

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Host Dr. David Ballard discusses healthy workplace practices, interviews leading experts, explores current issues and brings you real-world examples of how organizations of all types are fostering employee health and well-being, while at the same time enhancing organizational performance

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Many organizations routinely conduct employee opinion, satisfaction or engagement surveys. But far fewer translate survey data into insights they can use to shape a culture of engagement and drive business results.

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Timberland's Quarterly Dialogue in August 2009 featured CEO Jeff Swartz and Changents President Deron Driff (www.changents.com). These leaders discussed strategies for building an Earthkeeper movement - including employee engagement tactics and using web 2.0 tools to connect and empower consumers to live more sustainably.

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Welcome to our continuing TrendWatcher podcast series here on Total Picture Radio - this is Peter Clayton reporting. TPR has formed a strategic alliance with The Institute for Corporate Productivity (i4cp), allowing us to publish on our site the compete weekly research report in their TrendWatcher initiative, as well as record a weekly interview with the lead author of the article.

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The NHS is the largest employer in Europe and the annual NHS Employers Conference was held in Birmingham last week. This month’s show comes straight from the event.

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Today the American Management Association posted a podcast I did with the AMA’s Dave Summers. The topic of the podcast is how to create Connection Cultures that increase employee engagement.

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Today I talk Tim McCleary, an expert on internal branding and employee engagement. Tim was previously a Global Brand and Design Director at GE and is now principal of The Involvement Practice.

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Juice Inc. client, Michael Ebaugh, the Corporate Director of Learning and Development at Botsford Hospital in Farmington Hills, Michigan, speaks with Juice partner, Brady Wilson about what drives employee engagement and how managers can foster engagement in the workplace.

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Organizations that are worried about unionization should ask themselves: Are our employees engaged?

This Podcast is about using Technology to Increase Employee Engagement.

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Bleak business times can rattle even the most engaged workforce. Spending cuts, rumors, and workforce reductions can easily create a climate of fear and distrust, threatening productivity. But there are steps you can take to fend off negativity. This Podcast will explore ways to maintain and even enhance employee engagement in tough times.

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After InTRApersonal attributes, come the InTERpersonal ones. As a leader, how do your interpersonal skills influence the performance of your team? Empathy is the ability to identify emotion in another and to respond appropriately. It is one of the most highly valued abilities in a leader. Social Responsibility.

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Three practitioners explain how they have increased employee engagement and how these efforts have benefited their organisations. Mike Emmott, the CIPD’s adviser on Employee Relations, reveals the results of a recent survey of employee engagement.

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Bleak business times can rattle even the most engaged workforce. Spending cuts, rumors, and workforce reductions can easily create a climate of fear and distrust, threatening productivity. But there are steps you can take to fend off negativity. This Podcast will explore ways to maintain and even enhance employee engagement in tough times.

Dana Weaver & Todd Hanson, President of Catalyst Performance Group discuss "Measuring Results of Incentives" in this podcast.

A complete portal to all known information on incentive planning, produced on a not-for-profit basis by the Incentive Performance Center.

A gateway to research on all elements of people performance management related to external and internal marketing.

ROI Institute, Inc is a research, benchmarking, and consulting organization—provides workshops, publications, and consulting services surrounding the ROI Methodology™. Through our Web site, we distribute information and support the ROI efforts of professionals and organizations around the world.

There are many aspects of business upon which quality managers need to focus, but one is often considered the most important: the customer. 

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With tougher economic conditions slowing the New Zealand economy, it is important to understand the
effect that this might have on the stability of the workforce.

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This study unfolds major implications for performance management systems and process in university libraries.

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An employee satisfaction survey was administered to each of Big Bend Community Based Care’s 47 employees in May of 2009. This was the second employee satisfaction survey conducted by Big Bend Community Based Care.

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How to improve customer satisfaction is a question that all contact centers have to answer, as is the less-obvious one: how satisfied do customers have to be? What do customers want from contact centres? What do they want from businesses?

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According to the U.S. Department of Commerce, international visitors to the United States in 2008 spent a record-breaking $142 billion—a 16 percent increase over 2007 spending levels.

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The contact center industry can reference decades of success in automating customer interactions using IVR. In the early years, the use of IVR was focused primarily on cost savings for the contact center and after-hours availability for the caller.

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In this paper, an index based on customer perspective is proposed for evaluating transit service quality. The index, d Heterogeneous Customer Satisfaction Index, is inspired by the traditional Customer Satisfaction Index, but takes into account the heterogeneity among the user judgments about the different service aspects.

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A major goal of any enterprise is to create a ratings system of customer satisfaction, goods and services.

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This is the 11th report that the Institute devotes to the assessment of the satisfaction of its customers. The satisfaction of the students and training sponsors with our Training Products in 2009 remained high.

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In the past manufacturers could sell all they made. Service organizations didn't worry about the service they provided. Now things have changed. Companies now are becoming more responsive, they offer a better product, and keep improving through Total Quality Management (TQM) techniques.

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Today, retaining talent is a central issue and key business strategy for organizations worldwide. Yet many organizations are unprepared and unequipped for locating, maintaining and developing high-potential employees.

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Throughout corporate America, the demand for skilled talent is on. With a slowdown in the rate of workforce growth, the looming retirement of baby boomers, and the globalization of labor, companies are facing an unprecedented competition for the best and the brightest—a high stakes effort to attract and retain promising high-potential employees.

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High performing companies today know that it is becoming increasingly important to not only attract
the right talent, but to take active steps in the development of their current employees.

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In a perfect world, talent management would be embedded in a company’s business strategy and planning process. In reality, most companies react rather than plan for talent requirements.

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Do you recognize this scenario? The best skills in the company are only attributes of a few seniors.

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There is little doubt that many corporations are at a point where investment in human capital is required to get additional return on investment from the supply management team.

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If prevailing practice is what most organizations do and if best practice provides some proven advantage to an organization and workforce, what is it when 20 organizations defy conventional wisdom and move in a direction that is both innovative and proves to be successful?

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In our plugged-in world, it might seem that the need for face-to-face networking skills is obsolete. Not so. Designing an enterprise wide strategy for teaching these skills and helping employees manage their social capital can and does benefit the bottom line.

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When we explore the concept of performance management in the context of sales and business development, we look at a myriad of actions that need to occur in order to achieve the individual goals of executives and staff level professionals and meet the business goals of the firm they represent.

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Competency and talent development has risen to the forefront as a central issue today for organisations worldwide.

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“Hi, you got a minute?” It’s your fourth interruption this morning. It’s Sally, the Operations Manager. You know when she says, “Do you have a minute?” it usually means, “Do you have a half hour?”

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What Is Skills Management?
A series of programs that are tied together by job/role-based skills
A process to manage and leverage organizational talent

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Background
• Sodexo – who are we?
• Competency-based tools for management positions
• our approach to job analysis and instrument development

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Goldman Sachs’ compensation framework aligns the interests of our employees with the long-term interests of our shareholders.

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Changes in the economy, marketplace and competitive landscape are prompting businesses to change direction or, at the least, make course corrections. As a result, new technologies, processes, policies and priorities are making existing jobs more complex, while requiring managers to create and fill all-new jobs.

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Google CEO Eric Schmidt once estimated there being approximately five million terabytes of information on the web. With a terabyte being equal to one thousand gigabytes, this is almost an unimaginably enormous figure by anyone’s count. 

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Customer relationship management (CRM) can help organizations manage customer interactions more effectively to maintain competitiveness in the present economy. As more and more organizations realize the significance of becoming customer-centric in today’s competitive era, they adopted CRM as a core business strategy and invested heavily.

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Early versions of customer relationship management were just not ready for retail prime time, but the same can no longer be said today.

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As the economic environment continues to fluctuate, many organizations are asking themselves what strategies they can pursue to bring tangible business benefits while taking stock of the economic conditions.

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In this continuously changing contemporary economy, companies have to be able to anticipate technological innovations and to compete with other companies worldwide.

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American businesses are at a crossroads. They are dealing with the fallout from the recent economic crisis at the same time as they are rising to meet the challenge of an impending sustainability crisis.

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High demand and competition for employee and managerial talent has led to increasing interest in understanding the potential benefits of using high-performance work systems (HPWS) as a means to maximize firms' competitive advantage.

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In a world that is changing both in terms of the global nature of work and the diversity of the workforce,
engaged employees may be a key to competitive advantage.

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How do executives reengineer HR practices to adapt to changes in company goals and needs? The
study featured in this article is based on interviews with CEOs and other leaders of fast-growth companies about the "how and why" of talent management during challenging times.

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A growing number of companies are struggling with their inability to find and retain top talent.

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Organizations are discovering over the last few years that a great workplace culture has more to do with the little things that increase employee retention than almost anything else.

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• Impact of Employee Engagement to the Bottom Line

• Insights from 3 Employee Engagement Experts

• Eight Simple Steps to Increasing Employee Engagement

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These are tough and uncertain times, even for the most well-established businesses. Because of that, most owners and managers are looking for ways to cut spending and streamline operations.

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We have all seen the hit television show The Apprentice where Donald Trump utters the most famous line You’re Fired! I know I can speak for every member of fraternal order otherwise known as “The Boss”, there are some days when you simply want to just clean house and start over.

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Even though it's an "employer's market" with thousands of capable people looking for work due to the recession, many employers are making critical employee retention mistakes.

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Southwest Airlines is rated the #1 place to work in Glassdoor.com’s 2nd annual Employees’ Choice Awards. Is it just coincidence that this same organization rates as one of the highest in customer satisfaction/loyalty?

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Employees may be less mobile these days, but there is still a market for the best talent. That fact alone is motivation for managers and CEOs to make employee satisfaction a priority.

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In recent years, because of increased pressure on bottom-line results, growing competition and globalization, businesses have been under pressure to increase productivity, streamline operations, contain costs and deliver maximum shareholder value and profit. In order to accomplish all this, companies find that they must recruit and retain the best and the brightest employees.

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In this continuously changing contemporary economy, companies have to be able to anticipate technological innovations and to compete with other companies worldwide.

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Today’s employers may be focused on trimming their workforce as a means of cutting costs and remaining competitive. However, as baby boomers retire, leading management consultant’s accentuate the importance of retaining valued employees as a means of offsetting a shrinking talent pool.

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The study was designed to examine affective leader behaviors and their impact on cognitive, affective and behavioral engagement.

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Knoll has introduced a new conceptual model of workspace that can be used to help organizations improve their performance. This model can be used to optimize space and furnishings to support different work modes, and movement of people and flow of work among those modes.

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Co-employment – a situation in which a worker has an employee-employer relationship with two different companies – can be a rewarding and beneficial arrangement for the employee as well as the company for whom the employee is productive.

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Balancing life with the demands of a growing career is never easy. As personal situations and needs change over the years, balancing life and work can become even more challenging.

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Employers recognize that business success depends on the human capital that drives and supports company objectives.

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According to this research, reasons that prompted organizations to offer flexible work arrangements (FWAs) range from requests from employees to organizational reasons and technological advances in teleworking.

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Flexible work options like telecommuting increase loyalty, boost morale, enhance productivity, and minimize turnover — often with very little investment. More companies need to see the light.

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Customer Experience Management (CEM) is an emerging discipline; forged from the realization that the collective interactions between a customer and a supplier influence customer loyalty, satisfaction, and advocacy.

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This study will look at how organizations are defining competencies for all roles in their organization, and how they are utilizing those competency descriptions to assess, select, manage, and grow their talent.

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2010 promises to be a year of recovery and rebuilding for many organizations. Aberdeen's Economic Outlook 2010 found that 68% of organizations surveyed expect the economy to recover by Q3 2010.

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Employee engagement is a hot topic among HR and business leaders alike.

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According to Aberdeen Group's December 2008 report The 2009 HR Executive's Agenda, the current economic downturn is forcing most organizations to scale back. Nonetheless, the top business priority for 2009 is to execute the business strategy.

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Every day, Human Rsources (HR) practitioners are tasked with ensuring that employee needs are being fulfilled.

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The current economic climate is forcing organizations to do more with the same (or less). However, organizations value top talent and are investing substantial resources to acquire the right talent.

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A rapidly changing talent market requires a heightened focus on the ability to attract, retain, and develop the talent that is the right fit for the organization.

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An organization's employer brand is comprised of the way the organization is perceived by its current employees, prospective job candidates, and the market at large.

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Due to increased competitive business landscape and the pressure organizations are facing as a result of the economic downturn, companies are finding that they must make significant changes in how they manage and allocate their entire workforce to reduce or optimize labor costs in relation to revenue production.

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Research from Aberdeen Group's March 2009 study, Assessments in Talent Management, revealed that the number one strategy pursued by Best-in-Class organizations to improve employee performance is to align employee goals and development activities to business priorities.

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Companies that connect best with their top talent will emerge from the recession faster and stronger than their competitors. In today’s recession, business leaders are focusing squarely on the financial and operational components of the enterprise, frequently with the company’s very survival at stake.

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In response to the realities of a changing workforce and external pressures to implement legislative mandates related to telework, federal agencies are making significant investments in new technologies that are driving up the cost to outfit the “modern worker” to an all-time high.

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The purpose of this research was twofold: (1) to describe how a hospital garnered input from its employees to design an intranet that enables its employees to do their jobs more effectively and to communicate with management and with each other, and (2) to test whether employees’ level of satisfaction and perceived input into the decisions of the hospital increased after using the new intranet.

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Communicating for optimal employee engagement is always a timely topic, but even more so during challenging economic times. While the survey results confirm things we might assume about shrinking budgets and staff support, they also highlight significant communication opportunities in such areas as employee listening, internal branding and social media.

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As an alternative to outsourcing, many U.S. companies have implemented off-shoring as a cost-effective strategy for effectively completing transactional work.

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Retention in the IT profession is critical for organizations to stay competitive and operate reliably in the dynamic business environment.

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Balancing the costs associated with employee benefits against attracting and retaining top talent is a challenging task for every organization.

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Customer loyalty is increasingly important for the coffers of retailers even as consumers continue to tighten their purse strings in a struggling economy.

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To improve new employee productivity and performance, organizations need to engage new employees very early in their careers and provide a purposeful plan that is aligned with the business' key objectives and acted upon throughout the first year of employment.

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A great employee seems to do his or her job effortlessly. Yet replacing such a person is anything but effortless— it takes hours of recruiting and training.

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As new records are being set with rising unemployment rates, falling stock prices and the first contraction of the global economy since World War II, it comes as no surprise that most employees are worried about the state of the economy.

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With many companies cutting back their workforce or enforcing hiring freezes, employees are left trying to do the same or more work with fewer people.

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We are living in a new century! In today’s highly competitive marketplace, it can be difficult to make a sale. Just being aggressive doesn’t cut it any longer. Sales skills alone aren’t enough to compete when so many new products and services become everyday commodities.

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As the economy begins to recover and you shift to rebuilding your staff, using contingent labor (also known as contractor, consultant or temporary labor) can be a smart strategy to successfully manage growing business demands.

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Increasingly, employers are looking for ways to promote employee pro- ductivity and instill motivation for working toward company growth.

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Management often underestimates the importance of trust and overestimates (or takes for granted) its level with employees. Research shows that high levels of trust will create high levels of performance.

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According to a Harvard Business Review study, a 5 percent increase in retention efforts will garner you a 10 percent decrease in costs and a 25 to 65 percent increase in productivity.

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The environment for most organizations today is global, complex, dynamic, highly competitive, and extremely volatile, and is likely to remain so for years to come. In addition to these external conditions, most organizations are also facing several global challenges including those related to: talent flow; the managing of two generations of employees, viz., older or mature workers and younger workers; and a shortage of needed competencies.

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Through our research, we have determined that there are four levels of organizational maturity as they relate to leadership development (see Figure 1). Each level of the Bersin & Associates Leadership Development Maturity Model is described as follows

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Not every law firm pays enough attention to managing their talent. This is not surprising, given positions at prestigious law firms are still highly sought after by the crème de la crème of law students and in the current economic climate , turnover rates are low.

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Four of every 10 employers (40%) surveyed anticipate ππ the aging of the workforce will have a “negative/very negative” impact on their business over the next three years.

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Today’s economic challenges require organizations to find new ways to not only reward top performers, but to motivate all workers to improve performance while maintaining or increasing business value. Both must be done as cost-effectively as possible.

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Where do many organizations routinely invest hundreds of thousands of dollars, yet fail to create a positive return on investment? The answer is training.

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Growing your business requires loyal employees who are willing to pull together for the good of the
company, who find solutions and who do more than just occupy space, says Timothy Keiningham, executive vice president at Ipsos Loyalty, a survey research organization based in New York City.

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The landmark Ipsos Loyalty Study, the largest study of loyalty ever conducted, found less than 30 percent of US employees say they are loyal to their company.

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Tough times have forced layoffs, salary freezes and cuts in pay, and many workers today just don't feel valued by their employers.

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The 7th annual MetLife Study of Employee Benefits Trends comes as the U.S. economy is facing significant challenges—challenges that present difficult choices for many companies, and financial uncertainty and concern for individuals.

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Additional factors in the new century have further frayed employees’ perceptions of and feelings toward their employers.

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A survey of Corporate Leadership Council members found that approximately three-fourths of companies worldwide are not confident in their capability to effectively staff strategic leadership positions during the next five years (Corporate Leadership Council, 2000).

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Business today operates in an environment of change. This environment challenges leaders to redirect their organizations from watching return on investment to watching return on customers; from emphasizing productivity rates to emphasizing process improvement; and from satisfying short-term financial goals to satisfying employees by providing long-term opportunities.

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Organizations that analyze and improve their selection systems can quickly realize a high positive return on investment (ROI).

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Woody Allen, comedian, screenwriter, and director, once said: “Eighty percent of success is showing up.”

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In the current business environment many of you are facing increased competition and eroding market share.

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Developing a High-Performing Workforce

Imagine if your engineers can’t collaborate or network with each other to share information . . . . . . If your sales force resists embracing change that’s essential to the success of your organization . . . . . . Or if your project managers fail to build loyalty among your customers, even driving them away because they don’t act on customer feedback?

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Like sports-car drivers, senior executives are constantly looking for ways to generate more power. One of the best ways to boost a car’s output is to turbocharge it.

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The majority of organizational theorists unanimously agree that in today's highly competitive and dynamic environment, employees are an integral part of any organization because a large part of the daily operations are tended by them.

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The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.

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In today’s fast-paced economy competition is an issue of services and products. Much attention has
been directed to a better service and the best product and how this can be achieved through utilising the human resources.

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The part you cannot produce so easily is the wealth of knowledge that comes from experience. The human resource is clearly an advantage over any new product.

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There is little question that social media is high on the agenda of corporate and nonprofit decision-makers across the United States. Love it or hate it, Facebook, Twitter, YouTube, blogs and more are increasingly common for effectively reaching both internal and external audiences.

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By all accounts, membership in loyalty marketing programs is going through the roof. In the most recent state-of-the-state analysis by the COLLOQUY Loyalty Census, membership in the programs came in at a whopping 1.807 billion people, a 24 percent spike from the 1.3 billion members tallied in the census conducted in 2007.

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The worldwide movies and entertainment market is expected to grow by nearly 23 percent from 2007 to 2012 to become a $170 billion business, according to ReportLinker.com. As the entertainment industry continues to experience rapid growth, increased competition for consumers’ limited time is making it difficult for companies to attract and retain customers.

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Email is a cultural and marketing phenomenon. In its relatively short lifetime, email has become so widespread and so often used that it has firmly been established as an integral part of a multi-channel marketing scheme, surpassing other channels in almost every dimension – volume, frequency, and ease of execution,  just to name a few.

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Customer engagement has always been important in understanding buyer seller relationships But recently become a buzz-word in business

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The federal government is actively redefining its relationship with citizens. Most notable today is its use of new media, which presents unparalleled opportunities for engaging more citizens in more ways. In fact, in many cases, as new media use increases, the number of communications through traditional channels also increases. Fifty nine percent of contact centers have annually increasing call volumes.1 So it is not surprising to learn that nearly sixty percent of the public wants phone numbers and email addresses available from the government online.

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In addition to the economic crisis that has impacted all business sectors; health care workers are under an ever‐increasing level of internal and external pressures that challenge their capacity to perform at a high level.

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Current financial and market conditions are creating heavy liquidity and capital challenges for many organizations throughout the country.

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When the environment you work in changes suddenly, the uncertainty generated affects everyone in the firm. In turn, staff and managers will be looking to the firm’s leaders for cues in how to respond to the changes.

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Are leader born or made? This is a long standing question that I am not sure anyone has the whole answer to.

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Individuals who manage mutual funds (fund managers) are compensated largely on the basis of their contribution the profitability of the fund management company (the fund family).

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Much like Richard Posner, Martin Wolf is not a very big fan of Obama's proposed restructuring of the financial regulatory structure.

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Let’s face it; in this day and age, the deluge of negativity can be overwhelming. At times, even “uncertainty” seems a step in the right direction as compared to downright despair.

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A healthcare provider with 44 location managers recently approached our group looking to create a simple, concise road map their management team could use to communicate their appreciation to those who have gone above and beyond.

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The deepening recession is placing new burdens on workforce management strategies and raising diffi cult, and increasingly urgent, questions about how to make the best use of scarcer dollars for ongoing reward and benefit programs.

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Karen, a manager at a communications company, wasn’t surprised when her company announced layoffs and furloughs.

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Patrick Lencioni, in Silos, Politics and Turf Wars, says that great teams often form around crisis.

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The economy is floundering. Companies, large and small, are struggling, and employees are unhappy and worried. They are unhappy about their increased workload and the longer hours required of them and worried about when the next layoff might occur and whether or not their job is safe.

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Business should be simple! You have customers, employees, products and services. Put them all together, and you have a successful business. Right?

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This research report from HRmarketer.com, Trends in HR Marketing: HR Buyers’ Behavior: What to Expect in 2010, is the fourth report in an annual series started in 2006. The report provides information on trends and best practices for marketing to the human resource and benefits marketplace, and more specifically on the purchasing behavior of the typical HR buyer.

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The MetLife Mature Market Institute (MMI) and the National Alliance for Caregiving (NAC) have conducted a number of studies on the impact of family caregiving on work, including Sons at Work: Balancing mployment and Eldercare (2003) and Miles Away: The MetLife Study of Long-Distance Caregiving (2004).*

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As the investment industry begins to emerge from the wreckage of The Great Recession, employees at investment firms are evaluating their career strategies. In doing so, they are creating potentially unforeseen implications for future growth opportunities for those firms.

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If employee engagement is so important to the success of an organization, why are only 26- 29% of employees in the average company fully engaged? All the research shows employee engagement significantly improves performance, loyalty, and profitability.

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In August 2009, Watson Wyatt continued our ongoing research on the economic crisis by surveying HR executives at 175 U.S.-based companies to understand what adjustments they are making to their HR programs (e.g., staffing, pay, benefits) in response to the economic downturn. This is an update to our
bimonthly reports that began in October 2008.

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We have come through nearly a year of recession and the challenge facing people managers continue as cost containment leads to demands for more efficient and effective use of unlimited resources.

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Towers Perrin divides respondents in its annual health care cost database into three categories: low-performing, average-performing and high-performing companies. Performance designations are based on relative costs, as well as whether an organization is meeting its health benefit objectives in key areas that include controlling employer and employee costs, enhancing efficient purchasing of health care services, enhancing employee satisfaction, understanding and involvement in health benefit programs, supporting employees’ good health and addressing health risks/current health problems.

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The Synthesis Score is an average of all survey items and represents the overall score for the organization. For comparison purposes, Synthesis scores typically range from 3.25 to 3.75.

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As the economy emerges from its recession-induced hibernation, it’s reasonable for you to believe that your employees will be reenergized and ready to take on the world.

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Watson Wyatt's Septemebr 2009 pay pulse survey into reward , talent and engagement trends was completed over 700 organizations across EMEA , making it one of the most comprehensive reports into how organizations have managed during the recent recession.

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Employee morale, motivation and productivity has dropped precipitously following layoffs. Indeed, 40
percent of the “undownsized” reported becoming less motivated, and 41 percent viewed their employer
with less respect, according to Drake International, a global HR firm that conducted a large survey on the
topic in April 2009

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At the beginning of a new year, many organizations review their strategies and goals for the months to come. Now is the right time for leaders to reflect on how to enhance organizational effectiveness. Strengthening employee engagement should be a top priority.

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With many Democrats still considering the most sweeping national health legislation since Medicare was created almost 45 years ago, a pressing question arises: How will this affect the way that the vast majority of Americans currently get their health insurance coverage?

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The study is conducted by Hewitt Associates, a global human resources consulting and outsourcing company.

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In recognizing and acknowledging the wave of emotion that is “survivor syndrome” you can harness positive feelings and reengage employees who will waiver between being glad they have a job, to feeling guilty that they have been relatively unaffected by this spiral.

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Everyone seems to be talking about employee engagement. While most employers would agree they’d like to see high levels of commitment and engagement from their workforce, for many it has become the Holy Grail of management.

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In the movie, The Wizard of Oz, Professor Marvel gazed into a crystal ball and pretended to see a careworn Aunt Em sick with worry over a missing Dorothy.

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Today’s employees and their families are overwhelmed with too much information coming from too many places. It’s all valuable, but the volume creates confusion.

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Many companies have taken strong steps to address the global recession: creating a plan, laying it out clearly, and assigning key roles and responsibilities to senior executives.

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In this tough economy, the challenges are even greater. Traditional motivators such as performance
bonuses are often off the table as budgets shrink and belts are tightened.

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Companies are falling short in informing employees about how they are overcoming the challenges thrown up by the global downturn.

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Prospering in the increasingly complex world of business means continually addressing new challenges — accelerating growth through mergers and acquisitions, pursuing new markets or production capabilities through global expansion, improving operational effectiveness through restructuring and process improvement, and attracting and retaining top talent.

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During the past few years, organizations have focused increasingly on ensuring rewards equity acoss and gender and racial lines.

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This white paper discusses the 2008 Pulse Survey and the incentive industry trends outlook for 2009, Mid-Year 2009 and with the continued economic downturn, also for the trends outlook for 2010.

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This white paper discusses the key factors involved with Enterprise Engagement out of which communication represents a critical component.

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The direct benefit of Heart -Centered Leadership is the PERSONAL IMPACT it has on the leader. The Seven Core Principles and corresponding Seven Virtues will improve the work quality and life quality of those who encounter it and put it into practice.

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Globally, organizations tend to regard wellness in the workplace as an HR issue of little business importance1. Less than half of all employees worldwide work for organizations that actively promote health and well-being.

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In the July / August 2008 version of iSixSigma magazine, Michael Marx asked participants to identify “the most important basis for defining the success of their company’s initiative” and “changing company culture” was the number one response, garnering 22% of the total population.

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The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.

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Like sports-car drivers, senior executives are constantly looking for ways to generate more power. One of the best ways to boost a car’s output is to turbocharge it. Adding a turbocharger (which pumps heated air into the cylinders) can increase horsepower by 30% to 40%. How can a company deliver a similar boost in employee engagement?

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One of your biggest challenges as a financial professional is to help your clients stay focused and on course. Despite your best efforts, they sometimes struggle to remember the valuable guidance you have given them. 

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Both consumers and businesses have dealt with a great deal of uncertainty in 2009. Most of this year has been marked by consumers reigning in discretionary spending, while retailers and shopping center owners want to know what it will take to get consumers shopping again.

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For brand directors, the question that always arises is, “How do I make my marketing efforts and spend work harder for my brand?” It’s a fair question and one that elicits a thought-provoking response: By understanding customer motivation and implementing strategies and tactics that move customers to change behavior and to engage with your brand.

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A recent Gallup Poll survey measuring employee engagement revealed that 17 percent of employees are disengaged, 54 percent are not engaged and only 29 percent are truly engaged.

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In a troubled economy, businesses are looking for every possible way to cut costs. By engaging employees, companies can spark innovative changes in everyday business processes that save money and reduce environmental and social impacts while also inspiring employees to make sustainable choices at home and in their communities.

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Many people involved in workplace improvement efforts feel that it is the managers who put the “no” in innovation and there should be no question that the first line management team is the leverage point
for profitability.

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Every employee is affected by layoffs in their department, even the employees who remain. This paper offers some steps managers can take with remaining employees after layoffs have occurred.

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No wonder so many employers think "show them the money" is the key to employee engagement. It's shouted at us from every corner of our culture.

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This is an extremely challenging business environment so employers are motivated in their efforts to have employees focused on achieving organizational goals.

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Engaged employees generate 33% higher profits, operate at 50% higher productivity, and score 56% higher in creating customer loyalty.

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With New Year's resolutions broken and forgotten, it is time to make a new resolution for 2010 - to Engage your workforce.

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Think about this: when we talk about employee engagement, we find nuances of all of these meanings. Employee engagement implies something is put in gear, is switched on or, perhaps, even fully involved.

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Engaged employees normally want to know the desired expectations for their role so they can meet and exceed them.

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In good and bad economic times, maximizing the contribution from every employee is vital to your organization’s success. Engaging the hearts and minds of employees — creating an environment in which employees feel energy, passion, and commitment to their employer and their jobs — is a proven key to innovation, productivity, customer satisfaction, and profitability.

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Employee turnover is expected to rise next year. Our latest research highlights that many workers are unhappy with their present jobs.

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We read it every day in the news headlines. Businesses that are being displaced and disrupted as the result of current economic conditions are re‐writing the history of risk management within Financial Institutions (FIs). The need to manage vendor risk has necessarily expanded the definition of vendor management programs in a time of economic downturn and uncertainty. As banks adopt a wider and deeper definition of vendors, they are redefining what vendor criticality means as the marketplace invents new, systemic methods to enable and track key economic and market conditions.

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Enterprises in many industry sectors have successfully outsourced business processes, delivering not only cost reductions, and efficiency improvements, but also enhancing customer service, and enabling improved focus on their key competences.

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The need to “do more with less” and “get results” has never been as non-compromising as it is today. Against the backdrop of a troubled economy and decelerating industry growth, service providers face tremendous pressure to evolve their businesses.

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The current global economic climate presents significant challenges and opportunities for providers of B2B products and services. The economic downturn and other macro factors (e.g., technology evolution, generational shifts, changing media consumption habits) have increased pressure on traditional business models and go to market strategies. At the same time, these changes create significant opportunity for savvy marketers to reach numerous, large, and highly engaged market segments.

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Because of the intense focus on shareholder value in developed economies, Outsourcing is thriving and growing phenomena. The induction of Outsourcing arrangement as a key component of cost reduction and capability supply strategy has opened many opportunities alongside bringing with it significant risks that must be recognized and managed. From the Outsourcing strategy development until the value of Outsourcing is realized, many aspects of the Outsourcing life cycle poses different types of risks.

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This document outlines the key considerations a company should address as it plans to enter the mobile
application space. The paper provides data on the current state of the market and discusses major
market trends and forecasts. The framework for developing a mobile application market strategy is
outlined. Key areas addressed include: venturing into mobile application development; typical mistakes
and problems and how to avoid them; and developing the right solution.

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In “Forget Web Content Management: New Requirements for Evolved Web Strategies,” we examined four streams of change on the web as well as how companies must consider them when devising a web strategy and choosing technology providers: strategic, pervasive, engaging, and responsive.

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Recent economic events and business failures can confirm: While there are certainly good risk management practices within pockets of individual organizations and within certain industries, it is clear that as a whole they are no match for the complexities of today’s marketplace.

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As companies face increasing pressure to reduce cost and improve productivity and efficiency, many are looking to outsource functions and leverage third party vendors.

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Eager to test the hypothesis that the crisis of 2008 exerted signicifact impact on the way companies manage their IT , we invited a selection of high profile companies to participate in a study.

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The legal industry is experiencing significant shift in how work is valued and distributed. While businesses struggle through the worst economic downtown since the Great Depression, corporate counsel are responding by taking a more active role in managing their outside firms, and increasingly direct purchasing decisions around legal service providers and legal process outsourcing.

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When used effectively, your website can convey the importance of your organization’s mission and help
you register new constituents so you can continue to communicate with them via email. And, for many
nonprofits, their website is the best tactic for growing their email file. This critical metric to online success has been growing year-over-year for the past three years of the study.

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Regardless of whether you sell home improvement supplies or compete for customers in another industry, the benefits that come from an engaged workforce are a competitive differentiator and should be a critical objective.

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Regardless of whether you sell home improvement supplies or compete for customers in another industry, the benefits that come from an engaged workforce are a competitive differentiator and should be a critical objective.

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What is employee engagement? Many definitions exist, but the common core dimensions of engagement are logical commitment to the organization and its goals, emotional commitment to the organization, and discretionary effort.

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The objective at the heart of successful talent management in difficult times: to think ahead and to think more strategically about creating a workforce with the capabilities to outperform the competition as the economy turns around.

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Where engagement leads, performance follows. A highly engaged workforce is 50% more productive than an unengaged workforce. Engage your employees and your organization is sure to prosper; fail to engage them and it is likely to languish.

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Due to challenging market conditions, employers have responded with various cost cutting measures like reductions in force, low or zero pay raises, fewer parties, and cuts in training budget.

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Whether your department is experiencing layoffs* or not, nearly everyone at MIT is feeling the effects of
the current and pending budget cuts.

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"Employee Engagement" has become a widely accepted concept in Organizational Psychology and HR practice…

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Maximizing the productivity and profitability of organizational workforces continues to be a key focus for organizations.

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As businesses strive to improve operations and streamline workflow, managers are expected to motivate employees towards giving a greater commitment to the goals of the employer.

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In this hyper-competitive, recession-battered environment, companies are counting more than ever on a motivated, engaged workforce to deliver the performance that will keep them in the ball game.

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Lack of cooperation across organizations is a momentum inhibitor for customer experience management (CEM).

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There is perhaps no subject debated more frequently (or as vehemently) by incentive program practitioners and their clients than the value of tangible, non- monetary (also referred to as non-cash) incentives versus cash.

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Despite the fact that U.S. organizations spend over $100 billion annually on incentive programs, many business people question their effectiveness.

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If you've implemented a sales incentive program in the past, did you consider how the program might impact procurement and cost-of-goods?

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Much has been written about generational diversity in the workplace—including the impact that the retirement of the more mature generations, particularly the Baby Boomers, will have on corporate America.

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Even without the threat of layoffs, many employees are worried about how today’s turbulent economy could affect their job security, employee benefits or 401(k)s.

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Employee Engagement represents the strength of the relationship between the employee and their work. Evidenced by job involvement, engagement drives individual performance.

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Gaining valuable insight into your customers needn’t be an expensive or difficult exercise. It’s as simple as asking the very agents who speak to them every day. Employee engagement is recognising the value of employees in delivering value to the customer experience. And, as organisations look for ways to lever more business value, they have realised that a little goes a long way.

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When the economy is expanding, savvy managers know that they have to keep a close eye on valued employees to ensure they are not tempted by other offers.

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ESilicon Corporation, a semiconductor value chain producer, provides a comprehensive suite of design, product development, and manufacturing services, enabling a flexible, low-cost, and lower risk path to volume chip production.

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There’s no question: As consumers, we’re spoiled. We’re accustomed to numerous and varied ways to purchase our products and services, not to mention abundant incarnations of those products and services.

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Freddie McMahon, Head of Customer Experience Practice at Fusion Experience examines how engaging with the customer is about streamlining interactions across all touchpoints for definitive outcomes.

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Customer satisfaction ... So what! Satisfied customers still abandon your brand if the ―bribe‖ or incentive is big enough to go somewhere else.

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The Opnion of of the Aberdeen Research are unbiased by technology product vendors, solution  or service providers.  They come from Aberdeen's fact-based research and express our observations on the market.

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Many companies have global loyalty programs reaching out to members from 50 or more countries. For a significant number of these programs, the core market is the local market, and therefore measures to increase engagement are often targeted towards local customers.

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Econsultancy’s reports, events, online resources and training help an international community of more than 80,000 digital marketers make better decisions, build business cases, find the best suppliers, look smart in meetings and accelerate their careers.

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Engagement marketing is a new approach to brand development that builds on the time-honoured notion of listening to customers and keeping them for life. The difference is that engagement uses interactive technology to reach and communicate continually with all stakeholders— customers, other trading partners, shareholders and anyone else who determines the brand’s success. It builds relationships by being immediately attentive and responsive to stakeholder needs and opinions, 365/24/7.

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Marketers are constantly looking to evolve marketing strategies to gain even greater levels of engagement with prospects and customers. The pressure on marketing to deliver results for customer retention, new business generation or brand building requires a perpetual push for even greater understanding of the needs and behaviours of customers and prospects. Once a marketing activity is underway, it is then that consistency becomes the key to success.

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Consumers no longer rely solely on traditional advertising to learn about a product or service. Many use the internet to research a product or a service before purchasing. On Amazon.com, most popular items have reviews and ratings that allow consumers to make purchasing decisions based on (mostly) unbiased opinions from fellow consumers.

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E-Commerce shopping cart abandonment rates remain shockingly high as 62% of all potential purchasers abandoned their shopping carts in the first quarter of 2009. What’s behind the continued high attrition?

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Human Resources (HR) executives are under more pressure than ever to ensure that   their activites are aligned with business priorities, and to deliver consistently higher performance with our increasing their budget.

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In an increasingly global marketplace, it is ever more necessary for multinational companies to develop effective global incentive and performance improvement programs to motivate diverse workforces and international sales channels.

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So it is with results-based financing for health (RBF), a concept designed to help people in poor countries live healthier lives by linking incentives with results.

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As Board Compensation Committees consider and finalize executive compensation arrangements for 2009,  they will seek to confirm that the company’s incentive programs are appropriately structured for the company and discourage executives from taking “excessive risk.”

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The Firm’s executive compensation program has always sought to tie pay to both individual and company performance, to keep its senior management team focused on the long-term, and to closely align executive interests with shareholder interests.

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Employee share incentives can be a valuable tool in motivating, rewarding and retaining employees.

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Executive remuneration is rapidly adjusting to the new economic environment.

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Team incentives can affect productivity both through changes in worker effort and in team composition.

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By a two to one margin, companies surveyed in a Taleo Research study reported the largest risk to their company’s bottom line and brand is low employee engagement and productivity.

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In any competitive market, the performance of each business is linked tightly to the strategic decisions made by executives and managers.

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The statistics are humbling:
90% of organizations fail to execute on their strategies
95% of any given workforce does not understand its organization’s strategy
70% of companies do not link the incentives of middle management to strategy
60% of organizations do not link budgeting to strategy

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What elements of performance incentive programs lead to success? What pitfalls can be avoided? When do performance-based programs generate more bang for the buck than other approaches?

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We find evidence that industry and size adjusted CEO pay is negatively related to future shareholder wealth changes for periods up to five years after sorting on pay.

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For organizations looking to show appreciation for employee contributions and accomplishments this year, rewarding and recognizing employees in low-cost ways remains a growing challenge. In July of 2009, ERC conducted a survey on organizations in Northeast Ohio to determine trends in low-cost reward and recognition practices.

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This article describes an important new innovation in building stronger customer relationships. The innovation is called internal brand building and it is based upon a new collaboration between marketing and human resources.

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As an HR professional, are you currently facing the need to create a global talent strategy? Have you ever questioned whether your approach to talent management should be regionalised?

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Mergers and acquisitions have not been the research summary provides an overview a natural topic of interest during an of key findings: economic downturn.

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The most important brand relationship in your life is unlikely to be your choice of breakfast cereal, mobile phone or car, but the brand you work for, your employer brand. Who you work for represents an extremely important brand choice.

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Reported is an investigation of the mechanisms that shape and perpetuate the employer branding process. Various mechanisms have been suggested in the employer branding literature, mainly based on normative principles.

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Engaging the CEO and senior management in the benefits of employer branding also ranks highly. Surprisingly, conducting internal and external market research ranked the lowest in importance, suggesting companies are rushing into employer branding without a clear direction of where they are heading.

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An employer brand is the sum of all the characteristics and distinguishable features that prospective candidates and current employees perceive about an organization’s employment experience.

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Are you disappointed with the results you see from your organization’s employee engagement strategy?

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This white paper, the first of a two-part series, examines new research on the power of recognition from managers to accelerate employee engagement and boost productivity and performance.

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In early April, Hewitt Associates surveyed HR executives at 518 U.S.-based companies (representing over $4 trillion in annual revenue) to understand their cost reduction efforts.

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The true value of a survey is based on the need for valid information to drive progress and effectiveness - creating value to your organisation through scientific research methods. To Ennova, value creation means delivering more than basic statistics and frequency tables: it means taking analysis to the next level

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In April 2002, Sodexo Leadership made the decision to initiate employee opinion surveys on a regular basis with common features in 14 countries

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In the face of economic uncertainty, employers are faced with the question of whether or not to cut costs through employee benefits and programs.

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Compensation is one of the largest costs an organization must control, particularly in the current economic climate.

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For organizations looking to show appreciation for employee contributions and accomplishments this year, rewarding and recognizing employees in low-cost ways remains a growing challenge.

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In five words or less, what is the biggest challenge your company faces today?

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On average, Northeast Ohio employers provided actual pay increases of 3.1% in 2009. The average projected pay increase for 2010 is 2.7%.

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One of the most common ways organizations are engaging in sustainability is striving to limit their negative impact on the environment by instituting green practices within their organizations.

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This survey, conducted in November of 2009, asked over 300 organizations in Northeast Ohio to report the holidays they plan to observe as full day or half day holidays in 2010.

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High potential employees – your organization’s best performers with potential to move up in your organization.

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In today’s economy, many companies are dealing with a workforce that has been – or very soon will be – reduced to core essentials.

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Facing competition and high customer expectations for service, Coop, the second largest retailer in Switzerland, sought to integrate its diverse retail operations through Web services enabled by service oriented architecture (SOA ).

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In tough economic times with high unemployment and the loss of jobs, it is difficult to focus on workforce skills development. In reality, we have no better time.... True economic reform means not only righting our economic ship but also pursuing the strategies that will ensure we maintain our competitiveness — our manufacturing competitiveness — into the future.

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Only a few months ago, many assumed the Canadian economy would be insulated from the impact of the global recession. Commodity prices had softened, but remained high by historical standards. Canadian banks, almost uniquely among Western economies, emerged from the U.S. mortgage crisis with balance sheets intact. And the Federal government was forecasting a balanced budget. But as the economic crisis has widened, it has become clear that no country – and no company – has been spared.

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To be fully engaged, employees must have Rational / cognitive understanding of the organization’s
strategic goals, values and their “fit” within it (also known as the “Think” sector), Emotional / affective attachment to the organization’s strategic goals, values and their “fit” within it (also known
as the “Feel” sector),...

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If you have read any article on organizational productivity or employee performance over the last seven years, chances are good that you came across the concept of employee engagement. Employee engagement is the first proven method to translate the thoughts and perceptions of staff into a measureable index or leading indicator that can predict employee productivity, customer satisfaction, retention of top performers, and more.

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Two years ago, much of the discussion around employee engagement was still focused on the meaning of the term, whether it can actually drive business performance, and what the implications might be for internal communication strategy and the function more generally.

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The Valour Pulse and Energy Pulse questions are based on over 20 years of research on what drives firm performance. These approaches to employee engagement go beyond the traditional work by introducing the “conditions under which” increasing employee engagement scores can enhance employee, team and firm performance, and the “conditions under which” they can lower performance.

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This exploratory study examined the overall level of engagement for employees of a public rehabilitation service agency, and the extent to which demographic and work life variables such as gender, office location, job title, and years of service contributed to their levels of engagement. Engagement was examined as a positive social work construct and was compared to the negative concept of burnout (Freeney, Y. & Tiernan, J. 2006 & Schaufli, W. B. & Bakker, A. B. 2004).

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Much public policy attention is given to small firms, but previous research had tended to adopt a ‘one-size-fits-all’ approach, which did not reflect the wide range of management practices and employee relations in the workplace.

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The effect of positive reinforcement, contingently applied, on performance improvement may be one of the most agreed upon principles in the fi eld of organizational behavior, and arguably psychology in general.

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The global economy is floundering. All over the world, companies are struggling, from global corporations with worldwide market share to mom-and-pop shops that employ a handful of people.

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Results from the study Awards Selection: Insights from Managers, conducted by the Forum for People Performance Management and Measurement, shed light on the efficacy of 12 distinct motivational tactics used by HR and marketing managers across many industries to achieve 10 specific organizational objectives.

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Learning Objectives: To establish that in companies where compensation is adequate, recognition programs using tangible awards versus cash awards consistently result in higher levels of performance and a better ROI for the sponsoring company…

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Organizations of all kinds understand the importance of promoting their brands, products and services through compelling marketing and selling strategies.

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Improving economic conditions, an impending skilled labor shortage, and the proven link between low turnover and profitability are forcing organizations to take a new look at employee retention.

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It’s easier and less costly to sell to existing customers than to new customers. The more customers you keep through active retention efforts, and the longer you keep them, the more profitable your company will be.

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A recent survey has revealed an increasing reliance on Web-based technology to motivate employees, salespeople, and customers.

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Historically, incentive programs, unlike other sales and marketing strategies, have endured economic downturns.

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In difficult times, employee recognition becomes even more important. A well designed program can lift morale, improve productivity and give companies an edge over the competition.

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It’s a different economy all together, isn’t it? Even with optimistic pronouncements that we have hit the bottom and a rebound is on the way, the last year-and-a-half has taught us that no one really knows what’s lurking around the corner.

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Can “it” accelerate your performance? Truth being told, “it” already has in certain areas of your organization . But, what is “it?”

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Sadly, it is a phrase we hear all too often today because of its association with a culture of war. From a positive perspective, however, its meaning is as resonant today as when the phrase originated in terms of honoring the battlefield achievements of soldiers with symbolic awards of everlasting recognition: the Bronze Star, the Purple Heart, or the Distinguished Service Cross.

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Recognition programs that encourage employees to show appreciation for one another’s efforts can improve working relationships and business results. But such programs are no substitute for manager feedback, experts say.

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Which came first the “chicken” or the “egg”? An age old question yet to be answered, but always debated. In this same vein of thinking, which comes first when measuring a company’s success, incenting employees through a recognition program to achieve corporate objectives or incenting them through a corporate wellness program to achieve their personal objectives?

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NetApp is a serious company. Serious about customer service, serious about beating the competition, and serious about being a great workplace. For 2009, NetApp is the #1 Best Companies to Work for in America.

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The recession has had widespread and unprecedented impact on U.S. employers and their Employees. While the worst might be over, companies need to be prepared for the effects to Linger even after the economy recovers.

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Measuring performance is a fundamental part of every organization, whether it is run by a private Sector or a government sector.

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There are an increasing number of private equity-backed companies that have no equity value due to high levels of debt in the company and the downturn in economic activity. During the last 12 months we have seen a number of restructuring mandates from private equity firms, investee companies and bank lenders alike.

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The New World of Incentive Compensation is about empowering your people and improving incentive management processes with the assistance of better controls, accuracy, modelling and predictability.

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A single global LTIP has been introduced. This plan consists of a stock option program and a restricted share program.

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Sodexo is the leading food and facilities management services  company in North America

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Healthcare organizations and the physicians they support are vital to the well-being of the human race, yet, when it comes to the balance sheet, many of these entities are facing real emergencies of their own.

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Whether a company acts ethically is a significant factor in the average American’s willingness to work for an employer, according to independent research by LRN.

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How can leaders tap the full potential of employees to improve the performance of their R&D pipeline without generating more stress for those already under pressure to deliver?

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Onboarding is the process of helping new employees become full contributors to the institution. During onboarding, new employees evolve from institutional outsiders to institutional insiders. The process of onboarding and engaging new employees is important because it helps create connections with the institution which can result in higher productivity, satisfaction, and retention.

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Retaining top talent is a key concern in good times and bad, given the importance of these employees to a company’s success and competitive edge.

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Establishing and strengthening emotional bonds between the organization and employees is not a new concept by any means. It goes without saying, today’s marketplace is extremely competitive.

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This conceptual paper explores the need for enterprises in the hospitality industry to have managers who are not only adept at the technical competencies required of them, but have significant capability in people management: more specifically, the ability to foster employee engagement.

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One of the most salient career paradigm shifts has been the change from job security to employability security. Today, the engagement and retention of high potential talent is a competitive advantage to all organizations.

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Timberland’s mission is to equip people to make their difference in the world. We do this in a number of ways, from providing durable products for people to wear while they make their difference to offering our employees service incentives.

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At the heart of any for-profit business resides the customer. Businesses compete intensely with competitors to attract, serve, and most importantly, retain customers.

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This is an extremely challenging business environment so employers are motivated in their efforts to have employees focused on achieving organizational goals. They want renewed efforts on greater productivity and customer retention that will produce a competitive and profitable company.

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Infinity Consulting and Training Solutions (www.ictscorp.com) surveyed individuals to assess the level of manager – employee engagement that currently exists in the workplace.

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Recession rhymes with depression, and although the two words may, in an economic context, share some common traits and features, they should not be confused.

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Business operates on numbers. Earnings per share drive stock prices, balance sheets quantify the economic value of assets, and sales reports measure gains and losses in revenue

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As the IT industry today is moving at such a blinding pace, client relations and corporate communications should be foremost in the minds of industry executives to ensure a successful completion of a project.

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Web 2.0 media (social media) messages spread rapidly and feedback is nearly as fast, affecting and altering personal perceptions.

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With the global economy in flux, today’s businesses are beginning to rethink their talent development strategies—and with good reason. Workforce demographics are shifting as baby Boomers retire, and the need to hire, retains, or streamline to the most highly skilled employees is more critical than ever to corporate success.

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Northeast Ohio organizations are dealing with challenges including managing change and communicating effectively, particularly if they've needed to reduce or restructure their workforces. In order to manage change and communicate effectively, organizations are faced with addressing employee concerns, using the right tools and people to communicate different messages, and implementing sound change management practices.

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Every year, thousands of employees participate in an extensive survey that vote organizations into an exclusive list of Best Workplaces, also known as Great Places to Work® for in India. Each of these workplaces is characterized by its unique work environment and identified by strong, cohesive working relationships that exist between their people.

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Parallels often are drawn between the worlds of advertising and employee communications. This is only natural, of course, as both can be classified under the fine art of persuation.

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With layoffs and other cost-cutting measures still on the rise, it is in an employer’s best interest to effectively communicate necessary changes with their workforce, suggests the latest Ouch Point® survey from Opinion Research Corporation, an infoGroup company

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Our workforce will reflect the areas where we do business today & tomorrow

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Senior care leaders are becoming increasingly aware that quality care cannot be provided without satisfied employees. However, satisfaction – in terms of the degree to which an employee is satisfied or likes his or her job – is only one part of the equation.

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This paper analyzes the relationship between employee satisfaction and long-run stock performance. An annually rebalanced portfolio of Fortune magazine.s .Best Companies to Work For in America. Earned 14% per year from 1998-2005, over double the market return, and a four-factor alpha of 0.64%

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In January 2009, Society for Human Resource Management (SHRM) conducted the Job Satisfaction Survey with a sample of employees and a sample of HR professionals. It is an annual survey that has been conducted since 2002. The objective of the Job Satisfaction Series is to identify and understand factors important to overall employee job satisfaction from the perspectives of both employees and HR professionals.

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Employee satisfaction is an important issue for management and employees in any organizational setting. We developed a generalized model of employee satisfaction and tested it for both female and male U.S Extension employees. Results indicate that there are no differences in the antecedents of employee satisfaction between genders.

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Healthcare costs are expected to exceed 20 percent of Gross Domestic Product by 20181. There is widespread agreement that a vast majority of these costs are avoidable by modifying risk factors associated with chronic conditions, improving medication adherence, adopting technology such as e-prescribing and electronic medical records and improving patient safety.

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Resort casinos and racinos are growing in popularity as many states consider the revenue-generating potential that gaming can provide and as more federally-recognized Native American tribes pursue gaming opportunities. Besides gambling, resort casinos offer luxury facilities and amenities, world-class entertainment, fine dining, kids activities, and other types of activities such as concerts and golf. With popularity comes competition.

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Incentive and recognition programs are powerful employee engagement tools used to create a superior safety culture that will improve a company’s bottom line, prevent injuries and, in some cases, save lives. 

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There are many types of incentive programs - sales, peer-to-peer, safety, and loyalty, to name a few. When properly designed, each type of incentive program can, and should, produce a favorable return on investment. The problem for most companies is knowing how to develop an ROI² (Return on Incentive Investment) plan. 

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Economic slumps come and go. No matter the economic conditions, it is vital for successful businesses to retain their most important assets – their “Star Performers.” As you continually assess and adapt, are you making sure your key employees will weather the storms with you, and remain at the helm when conditions brighten?

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Many companies believe that incentive and recognition plans improve performance. But when companies use cash as the reward for incentive and recognition initiatives, those programs usually end up getting confused with compensation, creating a less effective and less flexible reward system.

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As organizations re-evaluate their compensation strategies in order to adapt to the recent changes in the economy and business landscape, incentive compensation is now top of mind for many HR professionals…

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In his research bulletin titled “Enterprise Compensation Solutions,” Josh Bersin of Bersin and Associates cites the statistic that compensation represents 60% to 70% of all expenses in most organizations…

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“It is apparent that the governance model and mindset of all commercial enterprises must shift from keep us out of trouble to make our business better and more sustainable.”…

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‘Pay-for-performance’ is not new, yet organizations still struggle to implement it effectively. There are two reasons why things are getting better…

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Increasingly, successful companies are tying compensation directly to employee performance to drive incredible business results…

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Recognition programs, properly and strategically executed, have the potential to support an organization’s financial objectives, improve talent outcomes and reinforce cultural values for a low cost with a high return on investment.

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The benefits of implementing strategic employee recognition as seen in some of the world’s largest organizations are clear.

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The global economic slowdown has pushed Human Resources professionals onto the front lines, executing workforce reductions and enforcing cost controls. Because of their close association with management and knowledge of employee attitudes, Globoforce asked these professionals to describe the impact of the recession in their workplaces.

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This paper studies mergers between competing firms and shows that while such mergers reduce the level of product market competition, they may have an adverse effect on employee incentives. In industries where value creation depends on innovation and development of new products, mergers are likely to be inefficient even though they increase the market power of the post-merger firm.

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Growth Solutions, LLC, an independent sales management consulting firm, has recently completed a benchmark survey on sales compensation practices. The benchmarking effort was focused around sales compensation administration within sales organizations of 20 – 500 payees.

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At this very moment, it is happening. Across channels and touchpoints, customers are experiencing your company. Whether interacting on the Web, through a call center, on the phone, by way of e-mail or face-to-face, customers are experientially assessing the extent to which your company values their patronage.

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Accurate measurement of the impact of training is both critical and challenging for most learning organizations, but sales teams have one enviable advantage: they have outcome metrics that are readily available and easy to quantify.

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This Insync Surveys study examines employee perceptions of their employers’ customer focus before and during the economic downturn.

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These shifts have also forced companies to reevaluate costs associated with talent, necessitating a need to do more with less. While new strategies are executed in response to these changes, high workforce performance and organizational success must be maintained. Key to ensuring this is the introduction of processes that will measure and improve employee engagement.

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Although behavioral assessments have been used for many years as a component of the recruiting and hiring process, HR executives are increasingly turning to these effective tools to develop talent, address weak leadership pipelines and ensure effective succession management.

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Access to credit and managing cash flow have been critical issues for SMEs over the past year. Our local presence meant we were uniquely placed to identify this at an early stage and quickly introduced a range of options tailored to help customers wherever they are.

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There are moderate differences in drivers of emotional engagement depending on respondents’ career stage. The career starters and the established career employees in this demographic group showed the most variance compared to the other demographic groups explored in this study.

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Organizations are increasingly channeling the power of the web to advance their marketing strategies. Even in these challenging economic times customer acquisition remains top-of-mind for key managers, but it should never be the sole business objective or the basis for a long term strategy. Frost & Sullivan has seen that a majority of companies fail to plan beyond customer acquisition when designing their web strategies.

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Market leaders have realized they must zero in on the right customer segments to maximize profitability. This is driving a new Boardroom-level agenda to build lasting relationships with key customers, and to maximize the value of those relationships over time.

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Momentum of customer experience improvement initiatives is in jeopardy. Lack of cross-functional alignment and organization-wide employee engagement impede value to customers and companies alike.

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You may already be familiar with Compliance to Commitment, which I have also referred to as forging employee engagement as a strategic weapon in your competitive arsenal. While much of the information I have shared previously has been anecdotal, a recent white paper from the Peppers & Rogers Group, Engagement -the New Competitive Advantage, provides additional validation for developing employee commitment to improve your business.

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This white paper outlines the key elements required to measure brand engagement, their impact on brand equity, and provides a road map to chart progress toward realizing a successful metrics initiative.

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Employee engagement is a key issue for senior executives, HR leaders and business leaders alike. Much has been talked about when it comes to engagement, but many organizations still do not fully understand how it differs from employee satisfaction, and how it can truly impact organizational performance. 

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The strategic process designed to attract and engage new employees, reaffirm their employment decision, acclimate them into the organization’s cultural and social fabrics, and prepare them to contribute to a desired level as quicky as possible.

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95% of hiring managers indicated that hiring is number one or number two in their order of Preparation importance Yet, they spend only 10% to 15% of their time on the preparations

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This article explores the issue of key employee compensation in Chapter 11 bankruptcy proceedings. Section II first looks at the history of key employee retention plans before analyzing recent legislative changes that have curtailed the effectiveness of such plans.

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Studies show that engaged workers are over 40% more productive and effective than their unengaged counterparts. At the same time a whopping 70% of the workforce is at best complacent and at worst actively disengaged.

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"I'm moving on." That phrase is heard in businesses throughout the country every day. It is uttered when an employee has determined that the total value proposition being offered by his employer is not compelling enough to keep him with the organization.

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Despite the fact that mergers and acquisitions look attractive in theory to management and investors, the reality of their execution is that organizations are composed of employees who generally view such organizational changes as a threat

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This study is a comprehensive evaluation and analysis of the factors that contribute to employee turnover in the public relations industry and seeks to uncover best practices for preventing the loss of key talent. This text comprises extensive background and discusses the magnitude of the problem, such as disruption to workflow, increased costs, client dissatisfaction and decreased productivity.

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We believe moving up the “relationship chain” is critical for organizations. A long-lasting relationship that converts to strong retention is the desired results for companies that want to sustain themselves through good times and bad.

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Although empirical research has established a positive relationship between consistent bundles of HRM practices and organizational performance, not all bundles have an equal impact on a firm’s performance.

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Many authors have argued that human resource systems are the business practices most likely to be affected by the cultural context within which they are applied.

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Evidence of the competitive value of business intelligence (BI) and analytics solutions is growing. Fact-based decision making is spreading throughout commercial, nonprofit, and public sector organizations. The economic downturn is spurring organizations to examine ways of retaining customers, spending capital and operating budgets, and complying with regulations. However, over the long term, BI solutions will continue to be applied to optimize a wide array of processes in an effort to improve performance management and organizational competitiveness.

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The paper describes the design of a performance measurement system for a business unit of a large manufacturing company. The findings of the study are based on interviews of the key persons working in different positions in the case organisation.

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This paper illuminates significant relationships between three major knowledge fManagement (KM) design dimensions and the perceived ability of 150 organizations to retain their knowledge workers.

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There are an increasing number of private equity-backed companies that have no equity value due to high levels of debt in the company and the downturn in economic activity. During the last 12 months we have seen a number of restructuring mandates from private equity firms, investee companies and bank lenders alike.

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The nation's health care system is based on a perverse set of incentives that fails to reward quality and favourable outcomes…..The present system has no economic incentives for everyone to stay well ‐‐ if you want to get any economic benefit out of the present system, you have to get sick, and that is a perversion to start with.

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The current environment for incentives is challenging. For many clients, the response is cautious: nothing must be done to upset investors and the recruitment and retention position does not merit active incentive work, but that does not mean that existing structures cannot be looked at with a view to savings or their more efficient use. For other clients extra creativity is needed – in devising new arrangements which satisfy both investors and managers, which have demanding yet achievable targets and which can be implemented in a cost-effective way.

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The recent collapse of Bear Stearns and the class-action employee lawsuit filed against U.S. Sugar have drawn media attention to the potential negative consequences of employee ownership programs for stock-owning employees.

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This paper studies mergers between competing firms and shows that while such mergers reduce the level of product market competition, they may have an adverse effect on employee incentives. In industries where value creation depends on innovation and development of new products, mergers are likely to be inefficient even though they increase the market power of the post-merger firm.

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The upstream oil and gas industry faces unique issues and challenges in today’s changing global economy. Despite the recent downturn, multinational companies still will need to augment staff and expand the technology used in critical areas of the world to meet the growing needs of energy hungry countries.

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Historically, when budgets have tightened during an economic recession, training and development have been among the first corporate activities to see funding reduced.

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Recent investments in management and leadership development (MLD) are part of a longstanding search in the public services for the key to enable more effective organisational performance.

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We live in a world of massive institutional failure, a world that presents current and emerging generations of leaders with unprecedented challenges.

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You know you want employees who are motivated, satisfied, and engaged—or at least you think that’s what you’re aiming for. Regardless, you know you want them to be productive and effective.

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We were curious about how employee motivation is affecting during the economic downturn, so we asked leaders across industry sectors to comment about their current experiences. We found some interesting responses, some of which surprised us. 

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Senior care leaders are becoming increasingly aware that quality care cannot be provided without satisfied employees.

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This document examines the vital link in the hospital industry between employee satisfaction and the satisfaction and quality of patient care, based on extensive research conducted at a major New York City hospital. The findings are contained in further detail in a 31-page research report of the same title.

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Research aimed at quantifying the links between employee satisfaction and customer satisfaction, productivity, and financial performance began in 1980 with Benjamin Schneider’s survey of satisfaction levels of bank customers and employees

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Eisai Inc. is a U.S. pharmaceutical subsidiary of Eisai Co., Ltd., a Tokyo-based corporation. Eisai has been recognized as an innovative, efficient, solutions oriented pharmaceutical company that works effectively with health care professionals, hospitals and managed care organizations to develop and market specialty products which address unmet needs.

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Nokia is the world leader in mobile communications. The values and principles of this Finnish company are incorporated in the Nokia Way, the heart of their distinctive culture, which unites their offices around the world.

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In this summary, you will learn how leading companies have embraced topgrading, a practical approach to the Topgrading Interview, the proven best practice for assessing talent, how to develop A-level talent, what are the most successful techniques for coaching A-Players to remain A-Players, how to turn some B- and C-Players into A-Players, how to gain a strong advantage over your competition and what management competencies to look for when hiring a potential A-Player.

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Recruiting and retaining skilled workers has always been a challenge for companies, but the impending demographic crunch is going to make it a bigger priority than ever before. Skilled workers represent the backbone of a company's productivity, and their loss can send ripples through the entire company.

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This timely Report sets out for the first time the evidence that underpins what we all know intuitively, which is that only organisations that truly engage and inspire their employees produce world class levels of innovation, productivity and performance.

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Task conflict entails difference of opinions, thoughts and viewpoints. It refers to conflict that is based on the diverge views, apprehended by different segments of the organization. It is candid fact that disagreements are fundamental to the formation and continuation of organizational life. Basic aim of this study is to examine relationship between task conflict and employee’s performance.

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Employee empowerment is a subject that I have been involved with for many years and one that I am especially concerned with. The first initiative that I became involved in, with a position of responsibility, was over 10 years ago and I have seen some interesting results in recent years.

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Where engagement leads, performance follows. A highly engaged workforce is 50% more productive than an unengaged workforce.1 Engage your employees and your organization is sure to prosper; fail to engage them and it is likely to languish.

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The goal of this article is to encourage human resource (HR) leaders to think more strategically about managing workplace romances. The traditional legal-centric management approach focuses on minimizing risks of workplace romances.

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This article looked at the behavior of organizations as an important factor for empowering employees. This allowed for a greater level of partnering between managers and employees. The more that top management wants an internal commitment from its employees, the more it must involve employees in defining work objectives, specifying how to achieve them and setting stretch targets.

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Why should my company recognize employees’ tenure? What do service recognition programs accomplish? You may find yourself asking questions like these as you consider the investment your company makes in recognizing the tenure of its employees.

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Few business owners will take an extended vacation much less throttle back without leaving behind management capable of running the business.

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Are there differences in how a computer manufacturer plans and implements an incentive program versus how a pharmaceutical company or new car dealer does? What about a commercial banking operation, insurance agency or a telecommunications company? Are there processes, types of incentives used, or other nuances that are unique to these markets? Which industries are more likely to develop their programs in-house, as opposed to securing an outside vendor?

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Continuous innovation is becoming a necessity if firms want to stay competitive. Different factors influence the rate of innovation in a firm, among which corporate culture has often been recognized among the most important factors.

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Historically, incentive programs, unlike other sales and marketing strategies, have endured economic downturns.

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Despite the fact that U.S. organizations spend over $100 billion annually on incentive programs, many business people question their effectiveness.

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Historically, incentive programs and meetings have been the early victims of economic downturns. Although the current economy does not seem to have seriously impacted the industry so far, there are scattered reports of cancellations, delayed plans, and general cutbacks.

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Successful privately held companies build compensation plans that strive to create an “ownership mentality.” To achieve that, they seek to fulfil pay for performance objectives that will accomplish the following: communicate and reinforce the values, goals and objectives of the company; engage employees in the organization’s success; reward contributors for successful achievements.

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Scorecards are a powerful tool for executives to manage performance against strategy. But to perform this critical task, scorecards have several basic requirements. First, it is vital that executives contribute to setting up the metrics and targets; this is not just IT’s job.

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Businesses must constantly adapt their strategies and goals to address the dynamic forces of the shifting challenges and opportunities of global markets, the organizational upheaval of mergers and acquisitions, and the rapid evolution of productivity tools and technologies.

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Add one more wrinkle to the current economic crisis: filling knowledge work jobs. While  unemployment is at a 25-year peak and thousands of highly educated people are out of work, finding the right talent is still a challenge for many organizations.

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As recessionary pressures continue to ease and organizations seek an edge to fuel their recovery, talent and performance management are retaking center stage.

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Retaining top talent is a key concern in good times and bad, given the importance of these employees to a company’s success and competitive edge.

Read More...

This conceptual paper explores the need for enterprises in the hospitality industry to have managers who are not only adept at the technical competencies required of them, but have significant capability in people management: more specifically, the ability to foster employee engagement.

Read More...

Onboarding is the process of helping new employees become full contributors to the institution. During onboarding, new employees evolve from institutional outsiders to institutional insiders.

Read More...

You know you want employees who are motivated, satisfied, and engaged—or at least you think that’s what you’re aiming for. Regardless, you know you want them to be productive and effective.

Read More...

Employee Engagement is a key issue for senior executives, HR leaders and business leaders alike. Much has been talked about when it comes to engagement, but many organizations still do not fully understand how it differs from employee satisfaction, and how it can truly impact organizational performance.

Read More...

Incentive strategies come in many shapes and sizes, and seem to encompass a veritable Marketing 101 of tactical approaches: consumer rebates, spiffs, promotions, discounts, scratch-off cards, sales contests, sweepstakes, MDF, Co-op…. the list goes on.

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The attention given to equity-based compensation plans in recent years – driven by changes in accounting, tax, and disclosure rules and fueled by shareholder concerns – has resulted in cash compensation arrangements being pushed to a secondary position in the headlines.

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An effective compensation plan outlines the newly implemented changes and benefits in the revised compensation system/plan. The following are some of the questions that must be answered affirmatively to ensure a good plan – how does your firm score?

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The current recession has had an impact on many facets of U.S. employers and benefits budgets are no exception. According to Prudential Financial’s study, A New Day in Employee Benefits, “one-third of employers saw their budget remain flat, while 15 percent saw their budget decline.”

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It is well known that employees “game” incentive systems designed to motivate effort and retain top performers, sometimes to the detriment of their own employer. However, there are very few detailed empirical studies which document the extent of this gaming, or estimate the cost of this gaming to firms.

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This paper studies mergers between competing Firms and shows that while such mergers reduce the level of product market competition, they may have an adverse effect on employee incentives. In industries where value creation depends on innovation and development of new products, mergers are likely to be inefficient even though they increase the market power of the post-merger firm.

Read More...

All too often, the general public reacts to stories like AIG and Wells Fargo emotionally—with little effort to fully sort out the facts. Certainly, the current economic and political climates have created pain for many; however for companies to avoid incentive program usage on the grounds that such programs are extravagant or “frills” that they can do without is clearly an emotional reaction and not based on clear thinking or facts.

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What makes employees tick? How can you get the most out of your people – consistently? As any good manager will tell you, rewarding employees for their efforts has a direct positive impact on productivity and ultimately, on the bottom line.

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Incentives and rewards are tools commonly implemented to improve participation and outcomes. In addition, implementing self-monitoring and tracking tools support outcomes and sustainability of participation and outcomes in health improvement programs. The research presented below provides an overview of key scientific evidence that supports the value of these programs.

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The future isn’t what it used to be,” Yogi Berra once wryly noted—and that insight is truer now than ever before. Increasingly, companies are realizing that a future defined in terms of the traditional axes of competition—product, price, place, and promotion—will no longer propel growth, but simply allow parity with the competition to be perpetuated.

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In today’s economic environment, employers are struggling to find every advantage possible to thrive, grow or simply to stay in business. For most US based organizations payroll represents the largest expense. Advantages therefore, come first and foremost through better talent management.

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For those with compliance and ethics program responsibility, or for those called upon to assess these programs, one of the questions to be addressed is the role of incentives in the program.

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They noticed medical premiums costing them an average of $7,5231 a year for individual coverage. They grew tired of average annual premium increases at least doubling and in some instances tripling the annual rate of inflation, with no end in sight.

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How do executives reengineer HR practices to adapt to changes in company goals and needs? The study featured in this article is based on interviews with CEOs and other leaders of fast-growth companies about the “how and why” of talent management during challenging times.

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Northeast Ohio organizations are dealing with challenges including managing change and communicating effectively, particularly if they've needed to reduce or restructure their workforces. In order to manage change and communicate effectively, organizations are faced with addressing employee concerns, using the right tools and people to communicate different messages, and implementing sound change management practices.

Read More...

This recessionary economy, employees are afraid for their jobs, angry about taking over the work of laid-off colleagues with no additional compensation and uncertain of their company’s continued commitment to them and their well-being.

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As many organizations shift away from offering employees a “lifetime career” to a newer, less paternalistic deal, employers need to understand the rewards that employees value most in order to determine the best pay-benefits mix.

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Public sector organizations that want to restructure their compensation systems must first ask themselves a key question: What do you want your compensation system to do? This is the first step in moving from a compensation system that merely rewards time in place and demands nothing in exchange from employees.

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The most obvious goal of any reward or gift program is to affect or change behavior and feelings – to motivate consumers to buy, dealers or salespeople to sell, plant employees to follow safe work practices, and people to feel more loyal, etc. But that’s often not the only goal or the only effect.

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In early 2009, World at Work and Hay Group jointly conducted a survey called Reward Next practices. The intent of the survey was to determine how rewards program strategy, design and implementation would evolve over the next two to three years, particularly in light of rapidly changing business conditions.

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Despite the interest in better alignment of compensation strategies to the business strategy, companies are finding this difficult to achieve. Sixty percent of European business report that their compensation strategy is not fully aligned with their business strategy.

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As the economic turmoil continues, companies are facing a growing list of challenges- including what to do about their compensation spending. Compensation budgets that were set months ago are suddenly coming under new and closer scrutiny.

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When it comes to making the business case for using a truly automated Compensation planning tool, the first question that always comes up is what will be the return on this investment? After spending a couple of decades trying to come up with hard and fast numbers to support the business case, the answer is it really depends on your current approach.

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The current business environment seems to be creating significant distractions for some total rewards professionals. Because of Sarbanes-Oxley and the media attention focused on it (among other things), more focus is being placed today than ever before on corporate governance, compliance, disclosure and assessment of “excessive” executive compensation.

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Enterprise talent management has become one of the most important new strategies in strategic human resources. Today’s talent management solutions, however, have focused primarily on the areas of performance management, succession, career development, and leadership development.

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Saratoga’s 2006/2007 Human Capital Effectiveness Report reveals that the aver­age company spends $81,000 per person on employee salary and benefits.

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Competitive advantage is achieved when a business produces surplus profits – greater than its competitors – due to unique product pricing or resource advantages. As a result, its profitability is greater than the average profitability of all other businesses competing for the same set of customers.

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An effective compensation plan outlines the newly implemented changes and benefits in the revised compensation system/plan. The following are some of the questions that must be answered Affirmatively to ensure a good plan – how does your firm score?

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Executive leaders and human resources (HR) practitioners are more frequently recognizing the importance of an engaged workforce and its potential to drive business performance and impact the bottom line.

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The paper intends to investigate how companies can efficiently manage their organisational cultures through changes in the reward system.

In today’s economy, many companies are dealing with a workforce that has been – or very soon will be – reduced to core essentials. The competitive marketplace, on the other hand, cannot be put on hold until the economy improves. Attracting and retaining the very best talent is a key element to stability at any time, but it is especially so during a recession.

In August of 2009, the U.S. jobless rate climbed to the highest rate since 1983 signaling that, for the first time since the Great Depression, there was almost no increase in private-sector jobs.

As recessionary pressures continue to ease and organizations seek an edge to fuel their recovery, talent and performance management are retaking center stage.

By now, it’s painfully clear that the economic calamities of 2008 have impacted our budgets, our staffing plans, and our 401k balances. But what impact is it having on the morale and engagement of our employees?

The key measurements that are the best indicators of a company’s health are(in priority order):

1. Employee Engagement
2. Customer satisfaction
3. Cash Flow

Employers recognize that business success depends on the human capital that drives and supports company objectives.

The skyrocketing cost of health insurance is scaring many executives more than anything else these days. In the latest Wells Fargo/Gallup survey of small business owners, more than two-thirds (68%) say they think healthcare costs are hurting the current business climate "a lot

A couple of decades ago, when economists forecasted the highest earning countries across the globe, many put their money on Japan as the leader, Germany as the runner-up, and the United States in third place for the largest GDPs in the new millennium. But now that we're seven years into the 21st century, it's clear that those economists lost the bet: The United States' GDP is currently $12.3 trillion, exceeding the current GDPs of Japan and Germany by about $8 trillion and $10 trillion, respectively.

In order to inspire customers, organizations first have to inspire their employees—to understand and believe in the products and brands they represent, to improve performance and ultimately to be more effective advocates with customers. Inspiring employees has clear business benefits.

129 years of providing solutions to our client’s needs

Offices in 30 countries around the world

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Watson Wyatt works with 70% of the fortune 1000

Employee Engagement is a key issue for senior executives, HR leaders and business leaders alike. Much has been talked about when it comes to engagement, but many organizations still do not fully understand how it differs from employee satisfaction, and how it can truly impact organizational performance.

Employee engagement refers to the broad and deep connections people have with an organisation. Engagement plays a critical role in any business environment, but it takes on a special significance when an economic downturn makes every sale precious and every dollar saved a dollar truly earned.

THE INFORMATION REVOLUTION HAS ONCE again shifted the balance among categories of resources and their relative value. Just as the industrial revolution emphasized the value of physical assets — and stripped individual workers of their economic participation in the enterprise — the information revolution has had a similarly dramatic effect but in the opposite direction.

For many organizations today, the importance of managing talent is no longer an abstraction – it’s an all too pressing reality. Even in the current economy, business leaders are searching for solutions that can help them continue to attract, retain, and engage key talent in an increasingly competitive environment.

Employees need to be engaged in their work and enabled to be productive and successful. One of the tools that employers have at their disposal is the health status of their own employees.

The world’s top-performing organizations understand that employee engagement is a force that drives business outcomes. Research shows that engaged employees are more productive employees. They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave the organization.

Organizations have been talking about the connection between great employees and superior organizational performance for decades. So what is now driving the current emphasis on Talent Management as a strategic business process?

The multi-family apartment rental housing industry has faced numerous challenges in the past decade. Research indicates that employees are disengaged and this disengagement is affecting resident satisfaction and having a negative financial impact on this sector of the housing industry (Miller, 2005; CEL & Associates, 2008).

As health care becomes more consumer-driven and financial pressures increase, one of the most powerful strategies is to find business partners who will align themselves with your mission and contribute to its success in return for certain rewards.

Today’s economic challenges require organizations to find new ways to both reward top performers and to motivate all workers to improve performance and maintain or increase business value—and they need to do both as cost-effectively as possible.

Maximizing the productivity and profitability of organizational workforces continues to be a key focus for organizations. In light of this, since 2006, The Ken Blanchard Companies® has been exploring the relationships between leadership, employee satisfaction, customer satisfaction, and organizational performance.

In a world that is changing both in terms of the global nature of work and the diversity of the workforce, engaged employees may be a key to competitive advantage. Companies that understand the conditions that enhance employee engagement will have accomplished something that competitors will find very difficult to imitate

Media is changing profoundly. There is a shrinking news hole as reporters are laid off because of the decline in ad revenues. Media is incorporating reader feedback and discussion, short-form video, and news aggregation.

Much has been said and written about knowledge worker productivity since Peter Drucker coined the term at least three decades ago. While almost everyone has accepted the importance of knowledge workers, very few agree on how to measure what they do.

The realities of today’s economy and today’s workplace have helped shatter the old dynamic between employers and employees. Healthcare costs continue to rise. Major corporations have made outsourcing and contingent labor central features of their staffing plans.

This conceptual paper explores the need for enterprises in the hospitality industry to have managers who are not only adept at the technical competencies required of them, but have significant capability in people management: more specifically, the ability to foster employee engagement. 

As businesses grow in size and revenue, they face the inevitable challenge of breakdowns in communication – between departments and between managers and employees. The lack of consistent communication creates a “silo effect” between departments, and creates formidable stratification between managers and their team members.

Organizations regularly survey their employees to better assess the state of the employer/employee relationship. Employee research is important. It is used to set the priorities and the agenda for organizational development and change ‐‐ usually with HR taking the lead role and some degree of accountability for improvement. 

Employers recognize that business success depends on the human capital that drives and supports company objectives.1 But what happens when the individuals who comprise the human capital – employees – aren’t meaningfully engaged in their work?

Engagement is frequently defined as “…creating experiences that connect with people on an emotional level, deepen organizational and brand relationships, heighten levels of enthusiasm, and potentially prompt positive actions. Incorporating the concept of engagement helps shift the focus to where it needs to be --- away from just tactics and more toward building a relationship strategy that’s directly linked to business outcomes.

Establishing and strengthening emotional bonds between the organization and employees is not a new concept by any means. It goes without saying, today’s marketplace is extremely competitive. Strategic advantages that set one organization apart from another are hard to come by.

Employee engagement is a critical issue for organisations today. At the core, engagement is all about connecting the needs, priorities, and goals of the individuals with what will drive bussiness results

Healthcare organizations and the physicians they support are vital to the well-being of the human race, yet, when it comes to the balance sheet, many of these entities are facing real emergencies of their own.

Employee engagement remains a critical concern for organizations. New research conducted by Triple Creek Associates in early 2007 establishes a clear link between mentoring and the eight themes that impact employee engagement.

There’s little doubt that small businesses are a key driver of economic growth. According to the U.S. Census Bureau, 99% of all American companies have fewer than 500 employees, and over half of all American employees work for a small business.1 Historically, small businesses have created approximately 70% of the economy’s new jobs, with U.S. entrepreneurs consistently  developing new ideas, products and services that require a motivated and productive workforce.

Studies have shown that engaged employees are more likely than average/disengaged employees to:

•  Be more productive and efficient
•  Have higher customer satisfaction scores
•  Have a lower turnover rate
•  Result in better financial

Every year, companies lose over $350 Billion due to employee disengagement: lost productivity, increased absenteeism and damaged customer satisfaction. But how to address the problem has always been unclear.

The cost of health care to the bottom line of a large majority of corporations in America has clearly reached a pinnacle. The outdated model of focusing resources exclusively on treating those who are already sick or disabled can no longer be supported in an era of shrinking margins, global outsourcing and the rapidly escalating cost of treatment.

The world’s top-performing organizations understand that employee engagement is a force that drives business outcomes. Research shows that engaged employees are more productive employees. They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave the organization. In the best organizations, employee engagement transcends a human resources initiative — it is the way they do business.

How can leaders tap the full potential of employees to improve the performance of their R&D pipeline without generating more stress for those already under pressure to deliver?

Studies show that engaged are over 40% more productive and effective than their unengaged counterparts.  At the same time a whopping 70% of the workforce is at best complacent and at worst actively disengaged.

Most enterprises have accumulated a surfeit of workforce data. Only leading-edge companies, however, are making extensive use of data to drive human capital management (HCM) decisions the way most companies use financial and marketing data to make strategic business decisions. Especially now, these leading-edge companies are making fact-based workforce planning decisions that will help them survive the current recession and position them to quickly ramp up workforce additions when the downturn ends.

Most businesses have left behind the entrepreneurial 1980s and bottom line focused 90s to find the only way left to add real value is with their human resources, Business gurus and CEOs now realise that the potential of organisations lies in the people, and that employees are the ones who are going to innovate, develop and deliver the sustainable value.

Retaining top talent is a key concern in good times and bad, given the importance of these employees to  a company’s success and competitive edge. Unfortunately, many organizations rely too heavily on compensation as the answer- a risky endeavour as dissatisfaction with pay is generally not what leads employees to begin exploring alternatives, although the prospect of better compensation elsewhere may solidify the decision to leave.

Your customers aren’t spending like they used to. Your sales force isn’t selling like it used to. Production and sales are slipping as well. Welcome to the economic downturn you hoped would never come. Now that the slowdown is really here, there is no sense waiting for any of our global economic advisors to make the problem go away. Your company needs to cut costs and grow revenues. You need a good incentive program.

The way we defined a Collaborative –Thirteen financial services executives working together to design a new customer experience

Employers recognize that business success depends on the human capital that drives and supports company objectives.1 But what happens when the individuals who comprise the human capital – employees – aren’t meaningfully engaged in their work? Research studies in the last decade show that only about one in every five workers is highly engaged.2

This is an extremely challenging business environment so employers are motivated in their efforts to have employees focused on achieving organizational goals. They want renewed efforts on greater productivity and customer retention that will produce a competitive and profitable company.

MSA HR Capital has studied management alignment throughout thirty years of research and data collection with thousands of healthcare employees and leaders. In our consulting projects, we have seen that high-performing organizations share these two important traits: their leaders demonstrate their support for the organization’s direction, and a majority of their employees engage with its vision.

For many organizations today, the importance of managing talent is no longer an abstraction – it’s an all too pressing reality. Even in the current economy, business leaders are searching for solutions that can help them continue to attract, retain, and engage key talent in an increasingly competitive environment. But though it can be tempting to jump right in and start fi xing things, it’s essential to fi rst develop a foundation of facts that can help you put the right elements together in a winning combination.

The cost of unwanted turnover can be tremendous—not only in terms of the explicit costs to source, recruit and select replacements, but also in terms of lost productivity and opportunities. Data from the Open Standards Benchmarking Collaborative’s human capital management database shows that the explicit costs are approximately $6,000 per new hire. 

The need for financial metrics to measure and report financial returns is not disputed. Financial measures have been the primary if not the sole window boards and executives have traditionally had into the health of an organisation.

This document is a module from the People & Culture training course on Strategic Employee Engagement.  The purpose of this module is to provide a structure for the preparation of an outline business case (OBC) to support the introduction of an employee engagement programme.  The intention of the OBC is to begin the quantification of the impact of an engagement strategy as a whole. The business case is a quantification of the promise of employee engagement.

This is a responsible “Plan” to achieve affordable universal health insurance coverage while preserving free markets, capitalism, and most importantly, the greatest health care system in the world.

People are more than ever a source of critical skill and knowledge, as well as sustainable competitive advantage. And, based on views of close to 90,000 workers in 18 countries around the world, people want to invest their skills and knowledge on behalf of their employers. Yet few organizations are fully tapping that source and achieving the results that come through full investment of the workforce.

Why that’s so, and what employers can do to begin to change this reality, is what his report is all about.

Linking recognition to improved job performance and increased business value. The current state and future needs. Published by the Incentive Research Foundation

This study, conducted by Frank Mulhern on behalf of the Promotion Marketing Association with the support of the Forum, identified key challenges facing organizations attempting to fully integrate external and internal marketing. Published by: The PMA/Northwestern University

Section 274(j) of the Internal Revenue Code contains specific rules on the tax treatment of “employee achievement awards.” As a general rule, the employer cannot deduct employee achievement awards, unless they meet certain criteria. Published by: National Association for Employee Recognition

The federal income tax considerations for incentive programs are often overlooked. While it is difficult to give technical tax advice that would apply equally to all incentive programs, following certain general income tax principles can make an incentive program more successful and avoid unpleasant surprises. Published by: National Association for Employee Recognition

This paper summarizes two basic ROI measurement methodologies using case studies from companies that have implemented measurable sales incentive programs in the past, and offers insights into understanding the data requirements relative to these two methodologies. It explains that Post-Hoc Measurement is essentially the use of field experimentation using historical data, while Outcome-Based Measures considers such areas as accounts receivable and inventory levels that can be affected by sales improvements.  Published by: Incentive Research Foundation

This report presents a series of cases involving companies that implemented sales incentive programs. It makes a case for the use of post-hoc or post-program measurement of ROI to demonstrate the impact of the programs on sales performance.

A summary of research by the ISPI (International Society of Performance Improvement) on the impact of incentive programs and the essential implementation steps necessary for success. Shows how helpful incentive and motivation programs can be in terms of engaging employees and improving performance.

The Incentive Federation Inc. has commissioned a survey involving current users of merchandise and travel items for motivational applications. The Center for Concept Development (CCD) was asked to analyze the data collected in this survey and to prepare this report on the survey findings.

A White Paper based on the First Executive Think Tank of Northwestern University's Forum for People Performance Management & Measurement.

This white paper defines the shared central characteristics of organizations that successfully make the shift to a PPMM strategy by integrating their internal and external marketing efforts.

This white paper highlights four (4) key areas that impact organizational adoption of integrated marketing and motivate employees to think and cooperate beyond their functional silos.

This white paper is a summary of a 45-page report entitled Pulling Together: The Increased Role and Impact of People in Organizations by Frank Mulhern, co-founder of the Forum for People Performance Management and Measurement, and Professor of Integrated Marketing Communications and Associate Dean for Research at the Medill School, Northwestern University.

Four psychological processes tip the scales in favor of tangible, non-cash incentives.

Northwestern University announces the formation of the Forum for People Performance Management and Measurement, a unit in the Integrated Marketing Communications Department of the Medill School of Journalism.

SITE Foundation study designed to determine which aspects of selling respond to incentive travel and how that response can be measured.

An overview of the essential elements involved with performance improvement strategies, published by the Incentive Performance Center.

A brief overview of People Performance Management.

Compelling research links financial results and customer satisfaction to engaged employees and channel partners.

Among other valuable insights, the white paper explains how to view Employee Life Time Value (ELTV) through a Critical Companion To Customer Life Time Value (CLTV) lens via seven key constructs.

This document examines properties shared by Employee Lifetime Value and Customer Lifetime Value, which are explored in further detail in a 45-page research report entitled Employee Lifetime Value: Measuring the Long-Term Financial Contribution of Employees.

Businesses regularly measure cash flow, revenue, market capitalization, growth and profitability. Now, human capital can be added to the list of regularly measured variables.

This document examines properties shared by Employee Lifetime Value and Customer Lifetime Value, which are explored in further detail in a 45-page research report entitled “Employee Lifetime Value: Measuring the Long-Term Financial Contribution of Employees.”

This document examines the vital link in the hospital industry between employee satisfaction and the satisfaction and quality of patient care, based on extensive research conducted at a major New York City hospital. The findings are contained in further detail in a 31-page research report of the same title.

In today’s economic environment, employers are struggling to find every advantage possible to thrive, grow or simply to stay in business. For most US based organizations payroll represents the largest expense. Advantages therefore, come first and foremost through better talent management. "Those organizations that invest more in talent management significantly out perform their competition across every measure of business - including earnings per share, gross profit margin and market capitalization per employee." Harvard Business Review, 2007.