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November 2009
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Front Page
Intelligent Total Rewards
By Michelle Kowalski and Paul Rowson, CCP
If it takes a village, then the intelligence community is a melting pot that is a force to be reckoned with. The total rewards strategy in the intelligence community may be the most critical dependent variable protecting the United States from terrorism. Learn why Ron Sanders, Ph.D., chief human capital officer for the intelligence community, says it’s the toughest HR job he’s ever had … and the most rewarding. |
Features
Applause Heard Around the World: Designing and Implementing Global Recognition Programs
By Marc Wallace
Most management recognizes the power of employee recognition programs, but many organizations struggle because recognition is so personal, and typically so public. These struggles are compounded when considering a global recognition program that covers the entire workforce because the perception, value and impact of recognition vary widely across countries and cultures. The article presents a framework and process that has been used globally by organizations in the design and implementation of their recognition programs.
How Well Do You Understand The Relationship Between Pay And Risk?
By Mark Reilly and Kristinn Haraldsson
Two issues (raised by the financial crisis) are: Was there too much risk inherent in business models and consequently too much risk inherent in the pay model? Answers intended to limit executive compensation excess and reduce business risk have unintended consequences. With a flawed business model, the pay model may exacerbate resulting problems.
The Return of the Stock Appreciation Right: Exploring the Key Features and Benefits of SARs
By Bruce R. Ellig
Stock appreciation rights (SARs) have made a comeback, thanks to FAS 123R putting SARs and stock options on equal terms for a charge to the earnings statement. To help companies understand how SARs function as an equity plan, this article traces the history of SARs and discusses their key features.
Hello. My Name is Jane, and I’m a Fiduciary
Best Practices for Employees Functioning as Fiduciaries
By Laura Philip
Recognizing you do indeed, function as a fiduciary is only the first step in helping your company properly govern its fiduciary affairs. It is crucial that you develop — and follow — best practices to mitigate liability on your company’s part as well as act in the best interest of retirement plan participants.
Turning to Telework in Times of Disaster
By Eddie Caine
Telework — bringing the work to the worker, instead of the worker to the work — can make business continuity possible during a disaster, but it must be well planned. The key to surviving a disaster is to develop clear response and recovery plans, practice those plans, and update them regularly as circumstances change. This article answers common questions and concerns about instituting a telework plan.
Eight Tips for Keeping Employees Productive and Engaged in a Recession
By G. Michael Barton
As organizations continue to struggle in the recession, they are finding that employees are so anxious about the future that morale and productivity are taking a major hit. Learn 8 ways to ensure that your company can keep employees engaged and motivated during these tough economic times … and beyond.
Keeping Good People During Bad Times
By K. Michael Janas
A recession can be an opportunity to build employee loyalty and cohesiveness. Such times give human resources a golden opportunity and a mandate to help support workforce stability so the company will keep the employees it needs to prosper during better times. This article outlines the important strategic areas on which HR can concentrate in order to successfully retain and motivate talent in today’s tough economy.
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