In this How-To for the HR Professional, author Marc Drizin makes the case for employee rewards and recognition, helps readers understand how to align a recognition program to the organizational mission, vision and values, and focuses on the design and administration of a well-conceived program.
As businesses continue expanding internationally, and as geographic and social boundaries blur, the global economy continually provides both challenges and opportunities for employers and employees both at home and abroad. Countries and governments operate autonomously, and differences persist in legal and social frameworks, working practices, corporate governance and management practices. Labor laws, tax regimes, social security structures, along with compensation and benefits structures all remain unique to each country.
This second edition is a collaboration of articles from workspan and the WorldatWork Journal (2005-2010). Plus, the collection now includes a listing of related surveys and "Creating a Sustainable Rewards and Talent Management Model: Results of the 2010 Global Talent Management and Rewards Study" full survey report by TowersWatson (2010).
In the past three decades, the world of compensation and benefits has experienced a revolution. And, while the role of today's total rewards professionals has become more strategic and business oriented, some fundamentals of the job will always hold true. One such fundamental is math.
This booklet covers the following aspects of merit pay: determining what to reward; documenting performance standards; establishing a merit budget; setting merit pay policy; managing a merit pay plan; evaluating a merit pay plan.
Employers often don't communicate how an individual's performance and contributions have an impact on the overall organizational success. This often results not only in unproductive and unsatisfied employees, but also in organizations falling short of attaining success.
This booklet shows how to develop a performance management system that goes beyond traditional objectives (i.e., documenting job responsibilities, defining expectations, and providing opportunities for supervisors and employees to communicate) to align individual performance with an organization's mission, vision and objectives. It ensures that employees understand how their behaviors effect the attainment of organizational success.
While employers may be experiencing fewer attraction and retention troubles due to the most recent economic crisis, there is a strong business case for integrating rewards and talent management programs. Organizations that apply an integrated approach in this area and across all stages of the employment life cycle have an advantage in attracting, engaging and retaining the talent they need to succeed in their markets – and financially outperform their peers.
This booklet focuses on how to design incentives for employees in work groups who are accountable for doing the business of their organizations on a daily basis. The step-by-step approach provides insight into the decisions required while developing group incentive programs and outlines eight key steps.
This second edition of Stock Options and the New Rules of Corporate Accountability examines the hot-button issue of executive compensation and proposes new methodologies and techniques for better aligning stock options, performance rewards and accounting.
This resource publication features article reprints from WorldatWork's respected publications -- workspan magazine and WorldatWork Journal. It offers readers numerous resources on a variety of topics related to performance management, including discussion on system design, evaluation and rewards.
This resource publication features article reprints from WorldatWork's respected publications -- workspan magazine and WorldatWork Journal -- from 1995 to 2000. It offers readers numerous resources on a variety of topics relating to variable pay.
This booklet reviews the fundamental uses of measurement: aligning the interests, needs and efforts of various constituencies within an organization; helping these constituencies adapt to shifting needs and priorities; and providing an index of how well individuals, employee groups and the organization as a whole is doing in relation to set standards or goals.
Variable pay tends to focus squarely on improving organizational and individual performance as well as the overall market competitiveness of pay. As interest in variable pay increases, so does the need to be able to design effective plans. Through this, organizations ensure they are gaining business value from the effort and dollars they dedicate.