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Implications of Employer-Supplied Connectivity Devices on Job Performance, Work-Life and Business Culture
Gayle Porter, Ph.D. I Rutgers, The State University of New Jersey
Technology allows connectivity 24/7, and many employers are — or are considering — furnishing handheld electronic devices to members of their workforces. This can facilitate work efficiency and improve work-life effectiveness. It may also communicate to employees that they are expected to never disconnect from work, and potentially either foster resentment or enable unhealthy work behaviors. The study featured in this article explored the prevalence of employer-supplied connectivity devices, along with users’ work habits, beliefs about their companies’ culture and perception of the intended message when their employers supplies these devices. |
Read the full WorldatWork sponsored research report, “Implications of Employer-Sponsored Connectivity Devices” from Author Gayle Porter, Ph.D.
Compensation, Reward and Retention Practices in Fast-Growth Companies
Patricia K. Zingheim, Ph.D. I Schuster-Zingheim and Associates Inc.
Jay R. Schuster, Ph.D. I Schuster-Zingheim and Associates Inc.
Marvin G. Dertien I ERI Economic Research Institute
The study featured in this article provides insight into how top executives of fast-growth companies have managed the transition from startup to sustained fast growth from the standpoint of talent-management strategies, practices and programs. Interviews with members of senior-leadership teams were used to learn how these successful companies have moved beyond startup. The leadership challenge is to sustain business growth and success while stabilizing a workforce of high-performing key talent who possess the company’s core competencies. These fast-growth companies have chosen an integrated view of total compensation and total rewards, including training, development and career opportunities. They customized their performance-based compensation approaches.
Understanding Employee Attraction and Retention as Key Drivers in a Down Economy
Stacey Randall I IMR Research Group Inc.
In this economy, organizations need a focused yet big-picture view of employee motivation and engagement. A key component is to understand that which employees say is important and to determine the factors driving loyalty. In a survey conducted by the authors, employees were asked to rate the importance of 44 wide-ranging workplace attributes. The rating of each workplace attribute combined with how strongly it influences loyalty to an organization — based on statistical analysis — determine where on a motivator matrix the attributes fall.
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Using an Analytical Approach to Increase Retention in High-Growth Countries: An Example in India
Fermin A. Diez, CCP, SPHR I Mercer
Freescale’s India business was experiencing high turnover and needed to reduce the turnover rate. In this case study, the authors discuss how HR debunked several myths, which allowed it to make changes to increase retention. Part of the organization’s success came from coupling the quantitative data with a deep understanding of the qualitative data. Its analysis was filtered through not only human resources and management, but it was well rooted in employee feedback on what makes someone stay or leave the company.
CFOs See Business Impacts of Work-Life Flexibility, But They Can’t Execute for Strategic Benefit
Cali Williams Yost I Work+Life Fit Inc.
In an era of rapid change, work-life flexibility becomes a strategic imperative, not just a perk. The author’s company co-sponsored a study, which found that CFOs — the front-line financial decision-makers — do see work-life flexibility as a strategic lever to achieve broad business impacts. In addition, more than one-half have increased their personal use of work-life flexibility. However, a wide gap emerged between CFO awareness and the organizational culture and strategic infrastructure required to execute a coordinated strategy.
Holistic Pay Modeling: Getting the Complete Executive Pay Picture
Melissa L. Means, CCP I Pearl Meyer & Partners
Often missing from a compensation-oversight tool kit is a more far-reaching and specific line of sight into what a particular executive has the potential to earn. A holistic, or dynamic, pay analysis can model how the individual elements of complex executive compensation programs will behave singly and cumulatively during the short- and longterm for a wide range of stock prices and company financial performance outcomes. Such an analysis helps executives, HR leaders and directors evaluate and better understand the total potential payouts of an executive compensation program. |
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