Close
Learning Methods
Classroom
A traditional classroom couples on-site learning with the added value of face-to-face interaction with instructors and peers. With courses and exams scheduled worldwide, you will be sure to find a class near you.
Interaction
Highly Interactive
On-going interaction with instructor throughout the entire classroom event
Interaction with peers/professionals via face-to-face
Components (May Include)
Onsite
On-site instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available two weeks prior to the course start date; printed course materials ship directly to the event location
Duration
One + Days
Varies by course ranging from one to multiple days
Technical Needs
Specific requirements are clearly noted on the course page
Virtual Classroom
Ideal for those who appreciate live education instruction, but looking to save on travel. A virtual classroom affords you many of the same learning benefits as traditional–all from the convenience of your office.
Interaction
Highly Interactive
On-going interaction with instructor throughout the entire virtual classroom event
Interaction with peers/professionals via online environment
Components (May Include)
Live online instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available up to one week prior to the course start date. Recorded playback and supplemental materials available up to seven days after the live event.
Duration
Varies by course ranging from one to multiple sessions
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Phone line access
E-Learning
A self-paced, online learning experience that allows you to study any time of day. Course material is pre-recorded by an instructor and you have the flexibility to view content modules as desired.
Interaction
Independent Learning
Components (May Include)
Pre-Recorded
Pre-recorded course modules
Supplemental learning elements such as: audio/video files, online quizzes
E-course materials start on the day of purchase
Optional purchased print material ships within 7 business days
Duration
60 Days - Anytime
60-day access starts on the day of purchase
Direct access to all components
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Close
Contact Sponsor
E-Reward
Online
Paul Thompson
Phone: 1 44 01614322584
Contact by Email | Website
Close
Sorry, you can't add this item to the cart.
You have reached the maximum allowed quantity for purchase in your cart or the item isn't available anymore.
Product successfully added to your cart!
Price
View your cart
Continue shopping
WORKSPAN
WORKSPAN DAILY |

Retain and Engage Your Workers with Better Talent Management

When your organization begins a discussion about business strategy, it should automatically trigger a simultaneous discussion about talent strategy. Companies that want to succeed in this increasingly complicated business environment have to turn their focus to workforce engagement if they want to ensure the right talent is available to implement long-term business objectives. Identifying internal sources of future leadership and implementing mentoring and training programs to foster engagement is a good start, but not enough.

Image

 

Everyone, including the board, management and HR, should evaluate if the right performance management systems, total rewards programs and retention systems are in place. Building on Pearl Meyer’s recent report “Work Has Changed: How Boards Navigate Disruption and Drive Human Capital Transformation,” here are some specific actions that can help your company attract, retain and engage employees at all levels. 

Performance Management

  • Increase your focus on an individual’s potential (e.g., learning agility), and correspondingly de-emphasize pure results.
  • Deploy career coaches as part of your HR organization to help employees navigate career paths and understand what is required for success.
  • Include learning goals as part of your employees’ key performance indicators (KPIs), and back that up with monetary or reputational recognition for achievements or successful completion of purpose-driven projects.
  • Ensure greater transparency regarding opportunities across the organization and identify skills that match individuals with those opportunities.
  • Encourage input on performance from outside an employee’s direct manager or division to encourage learning agility, skill development, and cross-functional teams.

Total Rewards

  • Expand pay bands and structures to accommodate greater compensation differentiation based on potential and learning achievement for similar roles.
  • Understand the wants, needs, and motivators among targeted groups within your workforce and tailor your total rewards.
    • This can be uncovered through interviews, surveys, etc. and can really pay off.
  • Recognize that there are differences in what drives various generations (see chart below) and evolve your total rewards strategy to address the needs of your changing workforce. Customizations could include: 
    • Flexible work locations and schedules.
    • Continuing education allowances or loan repayment.
    • Flexibility to exchange monetary compensation for time off.
    • Offering on-site childcare or daycare cost benefits.
    • Free financial counseling for staff to reduce money-related stress.
    • Customization of benefit/retirement selections.

Image

Source: “Americans Favor Workplace Benefits 4 to 1 Over Extra Salary,” AICPA, November 2018

https://www.aicpa.org/press/pressreleases/2018/americans-favor-workplace-benefits-over-extra-salary.html

Retention

  • Understand your senior employees’ current stock ownership (if any) and determine if any special equity retention grants or cash bonuses will be needed in the near-term. (Note: publicly traded companies should keep in mind proxy advisory firm policies, potential Compensation Discussion and Analysis (CD&A) disclosure, and overall optics if any special grants are provided to the CEO or other NEOs.)
  • Explore equity choice plans that allow and encourage a broad participant base — or subset of participants — to select the composition of their equity awards, whether all stock options, all restricted stock, or a mix.
    • The goal of an equity choice program is to give employees ownership of their compensation and maximize the perceived value of long-term incentives (LTI). 
    • By customizing based on an individual’s unique needs, life, career stage, and risk profile, these programs can also cater to different generational preferences. 
    • While the prevalence of these customized programs is small, interest in implementing them is on the rise.
  • To the extent your company has changed its business strategy and wants to consider challenges facing your senior team, explore what other companies have done to align their executives’ short- and long-term incentive programs to business transformation efforts.
    • Our firm recently researched how some companies manage their short-term incentive (STI) and LTI programs in periods of change. Overall, we found that practices vary, and companies chose designs specific to their current circumstances and strategic intention. Summarized in the chart below are six examples.
    • Some of the various alternatives adopted included:
  • Emphasis on strategic/milestone goals
  • Changes to incentive metrics
  • Addition of modifiers
  • Special retention grants
  • Changes to LTI mix

Image

Establish Accountability
The final, and most important step to help your company attract, retain, and engage employees at all levels is establishing accountability. The “Work Has Changed” report suggests creating an internal and interdisciplinary human capital committee charged with talent management across the organization. With HR and the CEO as co-leaders, the committee should include representatives from various management levels across business units and/or departments. Including a board member to participate or provide guidance to the committee offers a natural channel for ongoing report-outs to senior management and the board.

If your company is serious about workforce engagement, taking steps like these could lead to lasting and positive change in your corporate culture.

About the Author

Lianne Richardson is a principal at Pearl Meyer.


About WorldatWork

WorldatWork is a professional nonprofit association that sets the agenda and standard of excellence in the field of Total Rewards. Our membership, signature certifications, data, content, and conferences are designed to advance our members’ leadership, and to help them influence great outcomes for their own organizations.

About Membership

Membership provides access to practical resources, research, emerging trends, a professional network, and career-building education and certification. Learn more and join today.