Press Room

Members of the media may now request drop-in articles from WorldatWork. Drop-in articles provide content that is ready to be "dropped-in" to any newspaper, magazine, newsletter, or online publication. To request permission, please send an email to Marcia.Rhodes@worldatwork.org. Be sure to include the name of the publication you represent, circulation, and web site address.

Benefits Design and Delivery: What does the future hold?
By Leonard Sanicola, CCP, CBP, GRP, CEBS, SPHR

To compete for top-notch talent, organizations know that employee benefits are an integral part of the total rewards mix. In recent years, benefits packages have become just as important to many employees as their compensation. Traditional benefits, including health care and retirement programs, still remain a major component of the employee-employer value proposition. At the same time, other benefits, such as health and wellness programs, voluntary benefits, and financial education gain traction.

To request permission to review the full article, contact Marcia.Rhodes@worldatwork.org.

Weaving Workplace Flexibility Into the Fabric of Business
By Rose Stanley, CCP, CBP, CEBS

In the modern workplace, flexibility is no longer a “perk” for the chosen few. Nor should it be a “reward” that is given and taken away. Rather, it is a business imperative and a strategy for doing business better and enhancing the organization’s standing in the eyes of both a job applicant or long-time employee. The return on the investment in flexibility programs can translate into attracting a wider pool of candidates and retaining top talent.

To request permission to review the full article, contact Marcia.Rhodes@worldatwork.org.

Paying for Talent in an Uncertain Economy
By Jason C. Kovac, CCP, CBP

As the global economy struggles through a recession, employers need to look closely at how they pay for talent. Critical elements of rewards – external and internal pay equity, merit pay as well as job design – determine how well an organization motivates its workforce, especially the key talent pool.

To request permission to review the full article, contact Marcia.Rhodes@worldatwork.org.

Evaluating Your Pay Plan: Making Sure You’re Getting What You Pay For
By Jim Stoeckmann, CCP

Pay is a major part of any rewards program; in fact, it can be the largest controllable expense for an organization. A pay program evaluation can be invaluable to the process of determining if you are receiving the full value from your major investment in your pay program. According to a recent WorldatWork survey, most organizations evaluate their pay program using a variety of methodologies; however, informal processes are still the most common approach. When a more formal approach is necessary, a thoughtful approach to evaluation will help you better analyze return on investment from your pay program.

To request permission to review the full article, contact Marcia.Rhodes@worldatwork.org.

Five Ways to Manage What You Can’t See
WorldatWork Offers Advice on Managing Teleworkers
By Rose Stanley, CCP, CBP, CEBS, Practice Leader–WorldatWork

Whatever the reasons — job autonomy, better productivity in a regimen other than 8-to-5, gas prices, work and family balance — telecommuters have become one of the fastest growing groups of employees in corporate America. According to the WorldatWork “Telework Trendlines” survey report, more than 28 million Americans now work at least one day per month from home, with an estimated 100 million teleworking by 2010. Still, most managers have only been trained to work with employees who are physically present to them. How can you manage what you can’t see?

Download the entire article here for your use. (Word document)

To request permission to review the full article, contact Marcia.Rhodes@worldatwork.org.

S.M.A.R.T. Teleworking Tips for Employers
WorldatWork

Teleworking allows employees to work smarter, not harder. WorldatWork, an international association of human resource professionals, offers the S.M.A.R.T. way to manage teleworkers:

Select jobs for teleworking. Teleworking is best suited to jobs that are information-based, predictable, portable, or that demand a high degree of privacy and concentration. The key is to designate jobs with at least a portion of the work that can be done as well, or even better, away from the office. Identify such jobs up front so employees don’t have to guess which jobs are eligible for the program. 

Manage based on performance and results. In this knowledge-based economy, what is important is getting the job done, not when, where or how many hours it took. Set productivity objectives and measure achievement against them, trusting employees to manage their own time.

Articulate teleworking policy. This written policy should outline the company’s positions on eligibility, performance measurements, equipment provision, technical support, ownership of physical and intellectual property, and requirements for in-office appearances. An example is the General Services Administration’s Information Technology and Telecommunications Guidelines for Federal Telework and Other Alternative Workplace Arrangement Programs.

Recognize management resistance. Many managers are uncomfortable losing physical proximity to their employees. To gain management support, employers should involve supervisors in every aspect of the teleworking program. Ask managers to help determine which employees should be eligible. Provide them with the proper tools and training to succeed.

Train and educate. New patterns of work need a higher standard of management so managers themselves should be trained in the best ways of managing virtual workers. Employees also need to learn to work differently and adjust to a more independent environment.

For more information on teleworking, visit www.workingfromanywhere.org or www.worldatwork.org.

To request permission to review the full article, contact Marcia.Rhodes@worldatwork.org.

Exactly how is a public agency, educational institution or nonprofit going to compete with large companies offering higher salaries, stronger benefits packages and retirement opportunities? Three things can be done that do not necessarily involve increasing cash compensation: Organizations can strengthen their work-life offerings; recruit people with the same core values; and find people who believe in their cause.

To request permission to review the full article, contact Marcia.Rhodes@worldatwork.org.

More leadership teams across the country in every industry sector are showing signs of recognition that the war for talent isn't a skirmish you win just once. One symptom of this wake-up call is the proliferation of "best of" lists. There is more energy being expended to achieve recognition as an employer of choice in something. In addition to the usual suspects — best companies for working mothers; best companies for women of color; best companies for diversity regardless of gender; most admired companies; and FORTUNE's list of the best, best companies to work for — new possibilities are sprouting up like mushrooms along the Delaware. What are the three common characteristics of employers of choice?

To request permission to review the full article, contact Marcia.Rhodes@worldatwork.org.

Recognition is emerging in this changing universe as a critical linchpin in the rewards platform. Employees want to be recognized for their efforts. Well designed recognition programs that support organizational goals, are meeting these expectations and significantly impacting productivity.

This article discusses how recognition impacts profitability when aligned with corporate goals and how employers can appeal to a diverse work force appetite.

To request permission to review the full article, contact Marcia.Rhodes@worldatwork.org.

There has been a lot of buzz in the last year about health savings accounts (HSAs). As part of a movement toward increased employee accountability and consumerism, HSAs help manage spiraling health-care costs and force workers to take more ownership of how they spend their health-care dollars.

To request permission to review the full article, contact Marcia.Rhodes@worldatwork.org.

If you do not find what you are looking for, members of the media should contact:

Marcia Rhodes, APR
Media Relations
480/304-6885
Marcia.Rhodes@worldatwork.org

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