Modern Performance Management and Next-Generation Recognition and Rewards

Size: px
Start display at page:

Download "Modern Performance Management and Next-Generation Recognition and Rewards"

Transcription

1 Modern Performance Management and Next-Generation Recognition and Rewards Stacia Sherman Garr Senior Analyst, Bersin & Associates Copyright 2011 Bersin & Associates. All rights reserved.

2 About Bersin & Associates Who We Are Bersin & Associates empowers HR and Learning organizations to drive bottom line impact through world class research and consulting Practices Enterprise Learning Human Resources Leadership Development Talent Acquisition Talent Management - Performance Management - Succession Management - Career Management - Workforce Planning Services WhatWorks Membership Research-based consulting services IMPACT: The industry s premier conference on the Business of Talent Join us in St. Petersburg, FL on April 10-12! Copyright 2011 Bersin & Associates. All rights reserved. Page 2

3 Agenda Performance Management (PM) and the Role of Recognition and Rewards Evolution of PM Where recognition and rewards fit Why recognition and rewards are hot today How Recognition and Rewards Work The role of recognition and rewards for the individual and the organization The impact on critical outcomes Modern Recognition and Rewards The recognition and rewards marketplace What s different about next-generation recognition and rewards Examples of what they looks like Key Takeaways and Q&A Copyright 2011 Bersin & Associates. All rights reserved. Page 3

4 What is Performance Management? Employee performance management is a set of management practices that: Establish measurable goals and objectives for employees; Assess attainment of such objectives; and, Use this information to improve performance through coaching, compensation, development and other means. Most importantly, performance management is management! Copyright 2011 Bersin & Associates. All rights reserved. Page 4

5 The Beginning of Our Inquiry The Bersin & Associates Performance Management Framework Performance Management Strategy Purpose of PM PM Philosophy PM Alignment to Strategy and Culture Level of Senior Leader Ownership PM Sustainability Talent Management Integration Structures & Roles Governance Communication Tools & Resources Goal Setting & Revising Executive Goal Setting Goal Cascading & Alignment Employee Goal Setting Goal Revision Ongoing Performance Activities Managing & Coaching Work Plans Management Responsibilities Feedback Coaching Development Planning Individual Development Plans Development Opportunities Career Management Performance Appraisal HOW Quarterly, Semi-Annual and/or Annual Reviews Multi-Rater Feedback Self- Assessment Manager Assessment Distributions and Rankings Performance Calibration Performance Improvement Plans Performance Management Outcomes Rewarding & Recognizing Compensation Reviews Financial Rewards Non- Financial Rewards Recognition Strategies & Programs WHAT Competencies/Behaviors Goals Job Responsibilities Capabilities Promotion Readiness Multi-level Structure Focus on Key Driving Messages Business Results Empowered and Engaged Workforce Foundational Knowledge of Talent PM System TM System Integration Knowledge Sharing & Collaboration Metrics & Analysis Technology & Infrastructure Copyright 2011 Bersin & Associates. All rights reserved. Page 5

6 Moving to an Ongoing Model of Performance Management From This To This Copyright 2011 Bersin & Associates. All rights reserved. Page 6

7 Polling Question How familiar are you currently with the role recognition and rewards can play in modern performance management? 1. Very familiar (I frequently articulate the role of R&R in PM to others) 2. Familiar (I understand the role of R&R in PM) 3. Somewhat familiar (I kind of understand the role of R&R in PM) 4. Mostly unfamiliar (I ve heard a little about the role of R&R in PM, but know little) Copyright 2011 Bersin & Associates. All rights reserved. Page 7

8 What are Recognition and Rewards? And how do they differ from each other and incentives? Copyright 2011 Bersin & Associates. All rights reserved. Page 8

9 Engagement on the Decline Differences in Engagement Before and After Financial Crisis Engagement Indicators Senior Leaders Middle Managers Employees Change % Change % Change % -5% -14% -6% -5% -10% +3% Score in 2009 Source: BCG, Creating a New Deal for Middle Managers: Empowering a Neglected but Critical Group, Scores range from 1 (very dissatisfied) to 5 (very satisfied). Copyright 2011 Bersin & Associates. All rights reserved. Page 9

10 Engagement on the Decline Differences in Engagement Before and After Financial Crisis Engagement Indicators Senior Leaders Middle Managers Team Members Change % Change % Change % -5% -14% -6% -5% -10% +3% Score in 2009 Source: BCG, Creating a New Deal for Middle Managers: Empowering a Neglected but Critical Group, Scores range from 1 (very dissatisfied) to 5 (very satisfied). Copyright 2011 Bersin & Associates. All rights reserved. Page 10

11 Recognition Down Across All Groups Differences in Engagement Before and After Financial Crisis Engagement Indicators Senior Leaders Middle Managers Team Members Change % Change % Change % -5% -14% -6% -5% -10% +3% Score in 2009 Source: BCG, Creating a New Deal for Middle Managers: Empowering a Neglected but Critical Group, Scores range from 1 (very dissatisfied) to 5 (very satisfied). Copyright 2011 Bersin & Associates. All rights reserved. Page 11

12 Key Business Challenges Organizations need engagement to grow Source: Bersin & Associates TalentWatch research, Q3 2011, n=291 Copyright 2011 Bersin & Associates. All rights reserved. Page 12

13 Agenda Performance Management (PM) and the Role of Recognition and Rewards Evolution of PM Where recognition and rewards fit Why recognition and rewards are hot today How Recognition and Rewards Work The role of recognition and rewards for the individual and the organization The impact on critical outcomes Modern Recognition and Rewards The recognition and rewards marketplace What s different about next-generation recognition and rewards Examples of what they looks like Key Takeaways and Q&A Copyright 2011 Bersin & Associates. All rights reserved. Page 13

14 What does Recognition do for Employees? Recognition helps organizations achieve the necessary balance of positive to negative feedback Negative Feedback Positive Feedback Employee Motivation Copyright 2011 Bersin & Associates. All rights reserved. Page 14

15 How Ongoing Recognition & Rewards Work Four factors reinforce each other to benefit the enterprise Copyright 2011 Bersin & Associates. All rights reserved. Page 15

16 Polling Question Does your organization currently recognize individual or team performance? 1. Yes 2. No Copyright 2011 Bersin & Associates. All rights reserved. Page 16

17 Polling Question Does your organization currently have a formal rewards program? 1. Yes 2. No Copyright 2011 Bersin & Associates. All rights reserved. Page 17

18 Most Organizations Recognize But far fewer reward Individual / Team Recognition Formal Reward Program Source: Bersin & Associates High Impact Performance Management research, Q4 2011, n=193 Copyright 2011 Bersin & Associates. All rights reserved. Page 18

19 Reward Frequently and Fairly Relationship between rewards and results Reward Type Incentives Rewards Reward Activity Employee Results Talent Management Results Business Results Merit increase to base pay Strong Strong Strong Annual bonus None Strong Medium Semi-annual or quarterly bonus Strong Strong None Formal reward program Recognition Individual / team recognition Strong Strong Strong Strong Strong Medium Source: Bersin & Associates High Impact Performance Management research, Q4 2011, n=193 Copyright 2011 Bersin & Associates. All rights reserved. Page 19

20 Individual / Team Recognition Those organizations with recognition mechanisms have better employee and talent management results 14% 15% Source: Bersin & Associates High Impact Performance Management research, Q4 2011, n=193 Copyright 2011 Bersin & Associates. All rights reserved. Page 20

21 Formal Rewards 14% 14% Source: Bersin & Associates High Impact Performance Management research, Q4 2011, n=193 Copyright 2011 Bersin & Associates. All rights reserved. Page 21

22 Formal Rewards and Business Results 9% Source: Bersin & Associates High Impact Performance Management research, Q4 2011, n=193 Copyright 2011 Bersin & Associates. All rights reserved. Page 22

23 Agenda Performance Management (PM) and the Role of Recognition and Rewards Evolution of PM Where recognition and rewards fit Why recognition and rewards are hot today How Recognition and Rewards Work The role of recognition and rewards for the individual and the organization The impact on critical outcomes Modern Recognition and Rewards The recognition and rewards marketplace What s different about next-generation recognition and rewards Examples of what they looks like Key Takeaways and Q&A Copyright 2011 Bersin & Associates. All rights reserved. Page 23

24 The Recognition & Rewards Marketplace $$$ Copyright 2011 Bersin & Associates. All rights reserved. Page 24

25 The Rise of Social Media Facebook dominates all others Source: Nielsen: State of the Media Report, Q , accessed via Business Insider: nsider.com/chart-ofthe-day-facebooktime Billions of Minutes Copyright 2011 Bersin & Associates. All rights reserved. Page 25

26 Social Networking: Not Just a Gen Y Thing Over twice as many people aged 55+ visit social networking sites on their mobile phone this year compared to last Use of Browser on Mobile Device by Age and Race/Ethnicity 16% % African American Source: Nielsen: State of the Media Report, Q , m/nielsenwire/social/ 44% Native American/ Alaskan Native 61% % Hispanic Origin 67% White Race/ethnicity demographics Age demographics 68% % Other 76% Asian/ Pacific Islander 109% 55+ Copyright 2011 Bersin & Associates. All rights reserved. Page 26

27 Old vs. New Next-generation recognition and rewards are more collaborative, frequent and engaging Copyright 2011 Bersin & Associates. All rights reserved. Page 27

28 What This Looks Like A Peak at the Achievers Platform Copyright 2011 Bersin & Associates. All rights reserved. Page 28

29 Case in Point: Recognizing Employees to Improve Engagement Copyright 2011 Bersin & Associates. All rights reserved. Page 29

30 Key Takeaways Performance management is becoming more ongoing; recognition and rewards are part of this trend. Employee recognition has declined substantially over last few years and so has employee engagement. Next-generation recognition and rewards combines social networking, people s fundamental need for appreciation and the goals of the organization Rewards and recognition correlate with better employee, talent management and business results. Copyright 2011 Bersin & Associates. All rights reserved. Page 30

31 Questions? Stacia Garr Senior Analyst, Talent Management Questions or Follow Up: Twitter: StaciaGarr Copyright 2011 Bersin & Associates. All rights reserved. Page 31

The Myths of Performance Management Strategies for Selecting and Implementing the Right Solution

The Myths of Performance Management Strategies for Selecting and Implementing the Right Solution The Myths of Performance Management Strategies for Selecting and Implementing the Right Solution Dr. Katherine Jones Director and Principal Analyst, Bersin & Associates Copyright 2012 Bersin & Associates.

More information

Talent Management: Benchmarks, Trends, & Best Practices

Talent Management: Benchmarks, Trends, & Best Practices Talent Management: Benchmarks, Trends, & Best Practices Karen O Leonard Principal Analyst June, 2010 Copyright 2010 Bersin & Associates. All rights reserved. About Us Who We Are Premier research and advisory

More information

The Fundamentals of Modern Talent Management for Business and HR Professionals

The Fundamentals of Modern Talent Management for Business and HR Professionals BersinBasics The Modern Talent for Business and HR Professionals Copyright 2012 Bersin & Associates. All rights reserved. M A I N T O P I C S A N D T R A C K S & Succession Leadership Fundamentals Competencies

More information

The Talent Management Framework

The Talent Management Framework The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The

More information

Tod To ay a s Ag enda

Tod To ay a s Ag enda 1 Today s Agenda o Engagement workgroup recommendations o Training for people managers on performance management o Improve the performance management process o Staff recognition o What can managers and

More information

Frameworks and Maturity Models

Frameworks and Maturity Models Human Resources Frameworks and Maturity Models Leadership Development Learning & Development Talent Acquisition Talent Management www.bersin.com For member support or inquiries: Email us at info@bersin.com

More information

PI WorldWIde recruitment and retention trends survey Q2 2015

PI WorldWIde recruitment and retention trends survey Q2 2015 PI Worldwide Recruitment and Retention Trends Survey Q2 2015 Respondent Details Industries Variety of industries, with the majority of respondents from Business Support and Logistics, Education, Finance

More information

LINKING PERFORMANCE MANAGEMENT AND PAY- FOR-PERFORMANCE. Sandrine Bardot CompensationInsider.com

LINKING PERFORMANCE MANAGEMENT AND PAY- FOR-PERFORMANCE. Sandrine Bardot CompensationInsider.com LINKING PERFORMANCE MANAGEMENT AND PAY- FOR-PERFORMANCE Sandrine Bardot CompensationInsider.com Agenda 2 Case study 1 Case study 2 Tips for implementing a Pay-for-Performance system Potential risks Enablers

More information

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values.

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. APPENDIX I Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. Identify the underlying priorities that should guide decisions about performance.

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive

More information

Trends in Total Compensation Management

Trends in Total Compensation Management Trends in Total Compensation Management Establishing the Foundation for Compensation Management Benchmark Research White Paper Aligning Business and IT To Improve Performance Ventana Research 2603 Camino

More information

2012 Employee Viewpoint Survey Results Summary

2012 Employee Viewpoint Survey Results Summary 2012 Employee Viewpoint Survey Results Summary Date of Report: 10/26/12 Table of Contents SECTION 1: SURVEY OVERVIEW... 3 SECTION 2: HOW THE SURVEY WAS CONDUCTED... 3 SECTION 3: DESCRIPTION OF SAMPLE...

More information

Leadership Pulse. www.leadershippulse.com www.eepulse.com info@eepulse.com

Leadership Pulse. www.leadershippulse.com www.eepulse.com info@eepulse.com Leadership Pulse Pay for Performance Research Report on big picture results produced by Sibson, which was our partner for this particular Leadership Pulse study. On the next pages you will find a report

More information

Talent management strategy template

Talent management strategy template Talent management strategy template 2012 Halogen Software Inc. All rights reserved. Halogen, Halogen eappraisal, Halogen ecompensation, Halogen elearning Manager, Halogen esuccession, Halogen e360 Multirater,

More information

Getting The Most Out of the Performance Management System. Human Resources 2015

Getting The Most Out of the Performance Management System. Human Resources 2015 Getting The Most Out of the Performance Management System Human Resources 2015 Purpose of Today s Training Help employees prepare to write and participate in a high quality performance appraisal. Agenda

More information

HR Trends & Priorities for 2012. McLean & Company 1

HR Trends & Priorities for 2012. McLean & Company 1 HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership

More information

6/22/2012. Governance, cost management, transparency and fairness. Does your Performance Management Work? Simone Martina

6/22/2012. Governance, cost management, transparency and fairness. Does your Performance Management Work? Simone Martina Governance, cost management, transparency and fairness. Does your Management Work? Simone Martina 1 A Solid Platform Key Features Investment Experience since 1928 Pioneer Fund, the third oldest mutual

More information

Let Your Call Center Customer Service Representatives be a Judge!

Let Your Call Center Customer Service Representatives be a Judge! Let Your Call Center Customer Service Representatives be a Judge! Written and Researched By Mike Desmarais, President of SQM Group Page 1 INTRODUCTION One of the best places to start improving both customer

More information

Social Media Strategies for Learning & Development and Talent Acquisition

Social Media Strategies for Learning & Development and Talent Acquisition Social Media Strategies for Learning & Development and Talent Acquisition Valerie Collado, Director of Corporate Communications & Karen Clay Toren, Director of Talent Management Agenda VWR Business Overview

More information

Sales Compensation and Incentives

Sales Compensation and Incentives Sales Compensation and Incentives Question: What are the goals of a compensation plan? Goals of Compensation Motivate AE s to exceed revenue targets Motivate sales of multiple products Drive sales behavior

More information

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire

More information

Author: Lydia Cillie-Schmidt Page 1

Author: Lydia Cillie-Schmidt Page 1 Talent Management: An integrated framework for implementation L Cillie-Schmidt: Talent Management: An integrated framework for implementation, Management Today, February 2009 Companies like to promote

More information

Unleashing Potential. Building a Career Development Culture to Drive Employee Engagement. Jeneane Blom Senior Consultant Right Management

Unleashing Potential. Building a Career Development Culture to Drive Employee Engagement. Jeneane Blom Senior Consultant Right Management Unleashing Potential Building a Career Development Culture to Drive Employee Engagement Jeneane Blom Senior Consultant Right Management 2014 Right Management. All Rights Reserved. Right Management Overview

More information

Sales Compensation Management. Research Report Executive Summary. Improving the Impact of Pay and Incentives to Maximize Revenue.

Sales Compensation Management. Research Report Executive Summary. Improving the Impact of Pay and Incentives to Maximize Revenue. Sales Compensation Management Improving the Impact of Pay and Incentives to Maximize Revenue Research Report Executive Summary Sponsored by Copyright Ventana Research 2013 Do Not Redistribute Without Permission

More information

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent

More information

Talent Management: How to Make Your Metrics Matter

Talent Management: How to Make Your Metrics Matter Talent Management: How to Make Your Metrics Matter April 26-27, 2012 Cathy Missildine, SPHR Chief Performance Officer Intellectual Capital Consulting Agenda The 3 key areas to measure when it comes to

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

More information

9/14/2015. Creating Effective Compensation Plans. About the Speaker. Agenda. Kelli Cruz Founder & Managing Director CRUZ CONSULTING GROUP 2

9/14/2015. Creating Effective Compensation Plans. About the Speaker. Agenda. Kelli Cruz Founder & Managing Director CRUZ CONSULTING GROUP 2 Creating Effective Compensation Plans Kelli Cruz Founder & Managing Director About the Speaker Kelli Cruz brings more than 0 years of experience to her role as the founder of Cruz Consulting Group, working

More information

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Oil & Gas workforce segments at risk of attrition Operating company segments Production/operations

More information

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by:

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by: For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large

More information

Job Architecture and a Career Framework Empower Employees at Piedmont Healthcare

Job Architecture and a Career Framework Empower Employees at Piedmont Healthcare Job Architecture and a Career Framework Empower Employees at Piedmont Healthcare A Case Study Piedmont Healthcare enhances efficiency by focusing on job alignment and job mapping, bringing them one step

More information

Where to Focus your Talent Management Strategies: The Top 22 Processes Which Drive Business Impact

Where to Focus your Talent Management Strategies: The Top 22 Processes Which Drive Business Impact Where to Focus your Talent Management Strategies: The Top 22 Processes Which Drive Business Impact Josh Bersin, President & Founder of Bersin & Associates Erik Berggren, Director of SuccessFactors Research

More information

HOW A PERFORMANCE MANAGEMENT SYSTEM CAN BUILD YOUR BENCH AND YOUR BOTTOM LINE STARTING RIGHT NOW

HOW A PERFORMANCE MANAGEMENT SYSTEM CAN BUILD YOUR BENCH AND YOUR BOTTOM LINE STARTING RIGHT NOW HOW A PERFORMANCE MANAGEMENT SYSTEM CAN BUILD YOUR BENCH AND YOUR BOTTOM LINE STARTING RIGHT NOW The Basics, Drivers and Benefits of Investing in Cloud-Based Performance Management Software WHAT IT IS

More information

How To Fix A Broken Performance Management Program How Leading Organizations are transforming Performance Management to maximize Business Value

How To Fix A Broken Performance Management Program How Leading Organizations are transforming Performance Management to maximize Business Value Orange County Convention Center Orlando, Florida June 3-5, 2014 How To Fix A Broken Performance Management Program How Leading Organizations are transforming Performance Management to maximize Business

More information

Define a Clear Path to Your Talent Management ROI

Define a Clear Path to Your Talent Management ROI White Paper Define a Clear Path to Your Talent Management ROI By Theresa J. Rice, Talent Management Strategist Define a Clear Path to Your Talent Management ROI Abstract The investment you make in a Talent

More information

BUILDING A BETTER PERFORMANCE MANAGEMENT SYSTEM QUARTER

BUILDING A BETTER PERFORMANCE MANAGEMENT SYSTEM QUARTER BUILDING A BETTER PERFORMANCE MANAGEMENT SYSTEM QUARTER 1, 2005 Performance management, an organization s approach to developing, recognizing and rewarding employee performance, is a widely discussed and

More information

Today s webcast will begin shortly.

Today s webcast will begin shortly. WorkForce Software Webcast Today s webcast will begin shortly. Join in on the conversation after the webinar! Follow us on Twitter: @WorkForceSW Visit our blog at http://workforcesoftware.com/blog Getting

More information

Competency Management at Its Most Competent

Competency Management at Its Most Competent Competency Management at Its Most Competent Competencies That Work for Business A recent survey by Human Resource Executive found that two of the top five challenges facing organizations today are aligning

More information

Customer Success Story Call monitoring and calibration across multiple centers: start small and focused, then roll-out for maximum improvement and ROI

Customer Success Story Call monitoring and calibration across multiple centers: start small and focused, then roll-out for maximum improvement and ROI Call monitoring and calibration across multiple centers: start small and focused, then roll-out for maximum improvement and ROI HyperQuality 1 CALL MONITORING AND CALIBRATION ACROSS MULTIPLE CENTERS: START

More information

A Practical Approach to Aligning and Managing Employee Goals

A Practical Approach to Aligning and Managing Employee Goals A Practical Approach to Aligning and Managing Employee Goals By James Harvey A Knowledge Infusion White Paper June 2006 Table of Contents: Executive Summary... 3 Introducing Workforce Alignment... 4 People-Centric

More information

MASTERCARD S CAREER PATH JOURNEY FOR GLOBAL IT/OPERATIONS AND BEYOND

MASTERCARD S CAREER PATH JOURNEY FOR GLOBAL IT/OPERATIONS AND BEYOND MERCER WEBCAST MASTERCARD S CAREER PATH JOURNEY FOR GLOBAL IT/OPERATIONS AND BEYOND MAY 29, 2014 Anna Orgera, Mercer Rick Leone, MasterCard Worldwide Today s Speakers Anna Orgera Partner Mercer +1 212

More information

Go Global or Localise?

Go Global or Localise? Go Global or Localise? How Leading Organisations are Making People Programme Decisions 27 November 2013 Aon Hewitt, Performance, Reward & Talent Risk. Reinsurance. Human Resources. Empower Results Agenda

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

The Talent Management Experience Series

The Talent Management Experience Series The Talent Management Experience Series New Roles and Expectations for Systems Leighanne Levensaler Director of Talent Management Research May 2009 BERSIN & ASSOCIATES RESEARCH REPORT v.1.0 The Talent

More information

BERSIN & ASSOCIATES IN THIS CASE STUDY. Top International Route Airline 2nd place (Conde Nast Traveler magazine)

BERSIN & ASSOCIATES IN THIS CASE STUDY. Top International Route Airline 2nd place (Conde Nast Traveler magazine) CASE STUDY BERSIN & ASSOCIATES An Integrated Approach to Performance Management Cathay Pacific Airways Tracks Employee Behavior to Improve Performance Chris Howard, Principal Analyst April 2006 IN THIS

More information

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your

More information

Do-it-yourself vs. Doing it right

Do-it-yourself vs. Doing it right Do-it-yourself vs. Doing it right Fueling employee engagement with a social recognition and reward platform In an increasingly competitive and volatile marketplace, business is catching on to a new formula

More information

SUCCESSION PLANNING. Susan A. Henry May 2012

SUCCESSION PLANNING. Susan A. Henry May 2012 SUCCESSION PLANNING Susan A. Henry May 2012 Introductions Who we are What are your expectations for the day Naming of a Scribe for the Day Workshop Objectives To understand your role in succession planning.

More information

Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere

Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere Today s Presenters Brian Kelly Global Leader, Workforce Analytics & Planning Mercer brian,j.kelly@mercer.com Jacqueline

More information

Workplace Survey American Psychological Association Harris Interactive. March 2012

Workplace Survey American Psychological Association Harris Interactive. March 2012 Workplace Survey American Psychological Association Harris Interactive March 2012 Methodology The Stress in the Workplace survey was conducted online within the United States by Harris Interactive on behalf

More information

Strengthening the Link Between Pay & Performance

Strengthening the Link Between Pay & Performance Strengthening the Link Between Pay & Performance Presented by: Mykkah Herner, MA, CCP Manager of Professional Services PayScale, Inc. Karaka Leslie Partnership Manager PayScale, Inc. Sponsored By: Wednesday,

More information

The 5 Forces that are Changing Employee www.namely.com Performance Reviews

The 5 Forces that are Changing Employee www.namely.com Performance Reviews REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews 1 REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews Summary This

More information

Workforce Analytics Enable Smarter Decisions

Workforce Analytics Enable Smarter Decisions Ventana Research: Workforce Analytics Enable Smarter Decisions Workforce Analytics Enable Smarter Decisions Finding the Right Tool for Human Capital Management White Paper Sponsored by 1 Ventana Research

More information

BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS. Pearl Maphoshe

BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS. Pearl Maphoshe BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS Pearl Maphoshe BACKGROUND Activating business strategy through talent strategy Great people decisions and business success Sustainable

More information

Talent as a Top Priority and Challenge

Talent as a Top Priority and Challenge Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,

More information

National Healthcare Leadership Survey Implementation of Best Practices

National Healthcare Leadership Survey Implementation of Best Practices National Center for Healthcare Leadership National Healthcare Leadership Survey Implementation of Best Practices June 2011 National Healthcare Leadership Survey: Implementation of A joint project of NCHL

More information

Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky

Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky Contact Information David B Turetsky, HCS ADP, LLC. Vice President, Chief Product Officer, ADP DataCloud Cell: +1 (508) 287-3474

More information

Job Family Modeling. Tools to Support Job Evaluation and Career Development October 21, 2009. Vincent Milich

Job Family Modeling. Tools to Support Job Evaluation and Career Development October 21, 2009. Vincent Milich Job Family Modeling Tools to Support Job Evaluation and Career Development October 21, 2009 Vincent Milich Agenda What is job family modeling? What can job family modeling do for an organization? Unique

More information

Succession Management/Planning Talent Management

Succession Management/Planning Talent Management Succession Management/Planning Talent Management Objectives Upon completing this workshop you will be able to: Utilize a basic framework for building a comprehensive succession plan. Understand the need

More information

KPMG 2013 / 2014 HR & Reward Practices Survey. kpmg.com/ng

KPMG 2013 / 2014 HR & Reward Practices Survey. kpmg.com/ng KPMG 2013 / 2014 HR & Reward Practices Survey kpmg.com/ng 2 KPMG 2013 / 2014 HR & Reward Practices Survey Executive Overview Human capital is one of the most critical assets of any business. Many organisations

More information

Program Application 2015-2016

Program Application 2015-2016 Executive Leadership & Coaching Program Program Application 2015-2016 OVERVIEW National Urban Fellows is proud to announce the launch of the 2015 2016 Executive Leadership & Coaching (ELC) Program. Developed

More information

HR Transformation Through Technology

HR Transformation Through Technology HR Transformation Through Technology Evan Tierce, SPHR Technology Implementations Mgr. G&A Partners Today s Agenda Overview The HR technology industry. What s hot and what s not? Who s winning with technology

More information

The State of Performance Management. research. A Survey Brief by WorldatWork and Sibson Consulting July 2007

The State of Performance Management. research. A Survey Brief by WorldatWork and Sibson Consulting July 2007 The State of Performance Management research A Survey Brief by WorldatWork and Sibson Consulting July 2007 Media Contact: Marcia Rhodes 14040 N. Northsight Blvd. Scottsdale, Arizona 85260-3601 480/348-7285

More information

Performance Management: It s a Lot More Than Annual Appraisals WHITEPAPER

Performance Management: It s a Lot More Than Annual Appraisals WHITEPAPER Performance Management: It s a Lot More Than Annual Appraisals WHITEPAPER I want to know what my people can do, not just what their performance score is. CEO, major telecommunications company If you think

More information

How to Create an Integrated Talent Management Needs Analysis. ASTD Atlanta Webinar March 22, 2012

How to Create an Integrated Talent Management Needs Analysis. ASTD Atlanta Webinar March 22, 2012 How to Create an Integrated Talent Management Needs Analysis ASTD Atlanta Webinar March 22, 2012 About Andy Rice Andy Rice, Principal and Lead Strategist of Black Box Consulting, has played an instrumental

More information

The HR Image Makeover: From Cost Center to Profit Maker

The HR Image Makeover: From Cost Center to Profit Maker The HR Image Makeover: From Cost Center to Profit Maker Human resources human assets human capital. Call it what you will, the collected people power or workforce value of an organization is an asset that

More information

Employee performance management in a global setting. Brenda Wilson

Employee performance management in a global setting. Brenda Wilson Employee performance management in a global setting Brenda Wilson Performance management overview What is performance management? Performance management is a CORE business process driven by business strategy,

More information

High-Impact Succession Management

High-Impact Succession Management High-Impact Succession Management Executive Summary Kim Lamoureux Principal Analyst Michael Campbell Senior Research Analyst Center for Creative Leadership Roland Smith Senior Research Faculty Center for

More information

Copyright 2015 Human Capital Institute. All rights reserved.

Copyright 2015 Human Capital Institute. All rights reserved. Copyright 2015 Human Capital Institute. All rights reserved. 1 Executive Summary 3 Practicing Performance Management 4 Manager as Coach 16 Supporting and Developing Managers 21 Key Insights and Recommendations

More information

Succession Planning. Rick Howell New Seasons Market. May 2013

Succession Planning. Rick Howell New Seasons Market. May 2013 Succession Planning Rick Howell New Seasons Market May 2013 What is Succession Planning? Succession planning is the long-term approach to developing talent for the organization s future needs. It involves

More information

Merit Pay Planning and Implementation Guide

Merit Pay Planning and Implementation Guide Document 3 Merit Pay Planning and Implementation Guide In This Guide Introduction Compensation Principles for Non Academic Staff Key Considerations Prepare Design Implement Related Policies Training Additional

More information

Talent & Organization. Change Management. Driving successful change and creating a more agile organization

Talent & Organization. Change Management. Driving successful change and creating a more agile organization Talent & Organization Change Management Driving successful change and creating a more agile organization 2 Organizations in both the private and public sectors face unprecedented challenges in today s

More information

RESEARCH REPORT SHRM / GLOBOFORCE. Employee Recognition Survey WINTER 2012 REPORT THE IMPACT OF RECOGNITION ON EMPLOYEE ENGAGEMENT AND ROI

RESEARCH REPORT SHRM / GLOBOFORCE. Employee Recognition Survey WINTER 2012 REPORT THE IMPACT OF RECOGNITION ON EMPLOYEE ENGAGEMENT AND ROI SHRM / GLOBOFORCE Employee Recognition Survey WINTER 2012 REPORT THE IMPACT OF RECOGNITION ON EMPLOYEE ENGAGEMENT AND ROI RESEARCH REPORT SHRM/Globoforce Winter 2012 Report // 2 EXECUTIVE SUMMARY For the

More information

Course Descriptions for the Business Management Program

Course Descriptions for the Business Management Program Course Descriptions for the Business Management Program Upon completion of two quarters, students will earn a Professional Certificate in Business Management with a specialization in a chosen area: HR,

More information

Improving Employee Engagement to Drive Business Performance

Improving Employee Engagement to Drive Business Performance w h i t e p a p e r Improving Employee Engagement to Drive Business Performance A Softscape White Paper May 2008 The Employee Engagement Revelation Executive leaders and human resources (HR) practitioners

More information

https://unc.qualtrics.com/wrqualtricscontrolpanel/ajax.php?a...

https://unc.qualtrics.com/wrqualtricscontrolpanel/ajax.php?a... Default Question Block The RWJF Board of Trustees is interested and engaged in the success of our scholars and alumni. The RWJF Human Capital team would like to be able to speak about our scholars and

More information

The Roche HR Experience Map. Christine Renz Head of Attraction, Sourcing & Hiring Roche Basel

The Roche HR Experience Map. Christine Renz Head of Attraction, Sourcing & Hiring Roche Basel The Roche HR Experience Map Christine Renz Head of Attraction, Sourcing & Hiring Roche Basel Roche at a glance Founded 1896 in Basel, Switzerland Founding families still hold majority stake Employing 85,000

More information

Perspectives. The Key to Customer Loyalty. Summary. Organizational Commitment to Service Improvement

Perspectives. The Key to Customer Loyalty. Summary. Organizational Commitment to Service Improvement Perspectives The Key to Customer Loyalty It s a well known fact that treating your customers well is a key to creating the kind of customer loyalty that can drive revenues and competitive advantage. Yet

More information

Global Talent Management and Rewards Study

Global Talent Management and Rewards Study Global Talent Management and Rewards Study At a glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organisations around the globe.

More information

SWU 2010. Performance Evaluation Training

SWU 2010. Performance Evaluation Training 2010 Performance Evaluation Training Objectives Why is Performance Management so critical? Benefits Common Errors H-M-L Conversations Evaluation Techniques Goal Setting New Online Evaluation Tools The

More information

2015 CFPB annual employee survey

2015 CFPB annual employee survey 2015 CFPB annual employee survey December 2015 Introduction Interpretation of results More than 79 percent of the CFPB employee population responded to the fourth annual employee survey conducted by the

More information

Certified Human Resources Manager VS-1002

Certified Human Resources Manager VS-1002 Certified Human Resources Manager VS-1002 Certified Human Resources Manager Certification Code VS-1002 Vskills certification in Human Resources assesses the candidate on company s Human Resources needs.

More information

PERFORMANCE. 9 Out-of-the-box integration with best-in-class social platforms

PERFORMANCE. 9 Out-of-the-box integration with best-in-class social platforms NetDimensions Performance helps organizations manage performance throughout the year by replacing the traditional annual performance review with an ongoing dialogue between managers and employees, focused

More information

Capitalizing on Effective Communication

Capitalizing on Effective Communication Capitalizing on Effective Communication How Courage, Innovation and Discipline Drive Business Results in Challenging Times 2009/2010 Communication ROI Study Report Originally published by Watson Wyatt

More information

Yale University Performance Management Guide

Yale University Performance Management Guide Yale University Performance Management Guide Table of Contents Section Page Philosophy and Intent 3 FOCUS Annual Performance Management Cycle 4 Expectations 5 Starting With the End in Mind 5 Important

More information

IHRIM Atlanta, KeyNote Presentation Sierra-Cedar 2015-2016 HR Systems Survey

IHRIM Atlanta, KeyNote Presentation Sierra-Cedar 2015-2016 HR Systems Survey IHRIM Atlanta, KeyNote Presentation Sierra-Cedar 2015-2016 HR Systems Survey March 10th, 2016 Stacey Harris Vice President Research and Analytics Passions: Research Background: Oversee the Annual HR Systems

More information

2014 CFPB annual employee survey

2014 CFPB annual employee survey 2014 CFPB annual employee survey December 2014 Introduction Interpretation of results More than 83 percent of the CFPB employee population responded to the third annual employee survey conducted by the

More information

Workforce Optimization 2015. Executive Summary

Workforce Optimization 2015. Executive Summary Workforce Optimization 2015 Executive Summary San Ramon, California January 2015 Ventana Research performed this research and analysis independently. Our goals were to determine the Value Index for Workforce

More information

SHRM Survey Findings: Employee Recognition Programs, Spring 2013. In collaboration with and commissioned by Globoforce

SHRM Survey Findings: Employee Recognition Programs, Spring 2013. In collaboration with and commissioned by Globoforce SHRM Survey Findings: Employee Recognition Programs, Spring 2013 In collaboration with and commissioned by Globoforce May 29, 2013 Introduction Twice a year, Globoforce conducts a survey with the Society

More information

People in the Cloud: Trends in Human Capital Management. May 8, 2013

People in the Cloud: Trends in Human Capital Management. May 8, 2013 People in the Cloud: Trends in Human Capital May 8, 2013 About ADP One of the world s largest providers of business outsourcing solutions and services for Employers ($9B*) Human Resources Payroll Benefits

More information

Leading Through Uncertain Times

Leading Through Uncertain Times The Talent Management and Rewards Imperative for 2012 Leading Through Uncertain Times The 2011/2012 Talent Management and Rewards Study, North America By articulating and documenting their employee value

More information

Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent

Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent Josh Bersin and Katherine Jones Bersin by Deloitte Deloitte Consulting LLP 1 Agenda The Big Picture

More information

Using Social Media as a Recruiting Tool. Sasha Louati Adecco Staffing

Using Social Media as a Recruiting Tool. Sasha Louati Adecco Staffing Using Social Media as a Recruiting Tool Sasha Louati Adecco Staffing Webinar Overview Current employment landscape Recruiting challenges in 2015 What does this shift mean for companies? Importance of employer

More information

CORPORATE LEADERSHIP COUNCIL PAGE 2 THE USE OF COMPETENCIES IN PERFORMANCE MANAGEMENT PROGRAMS

CORPORATE LEADERSHIP COUNCIL PAGE 2 THE USE OF COMPETENCIES IN PERFORMANCE MANAGEMENT PROGRAMS CORPORATE LEADERSHIP COUNCIL DECEMBER 2004 www.corporateleadershipcouncil.com LITERATURE The Use of Competencies in Performance Management Programs Finding 1: Research in 2004 indicates that approximately

More information

Compensation accounts for nearly 70 percent

Compensation accounts for nearly 70 percent THE BUSINESS CASE FOR COMPENSATION TECHNOLOGY Compensation accounts for nearly 70 percent of operating expenses for most organizations, 1 and is one of the main reasons employees join and leave organizations.

More information

Encouraging Effective Performance Management Systems

Encouraging Effective Performance Management Systems Encouraging Effective Performance Management Systems Alison Carr, PhD candidate, Shaker Consulting Group Kelsey Kline, PhD, Organizational Development and Talent Management Consultant A White Paper prepared

More information

2009 Talent Management Factbook

2009 Talent Management Factbook 2009 Talent Management Factbook Executive Summary Karen O Leonard Principal Analyst May 2009 BERSIN & ASSOCIATES RESEARCH REPORT V.2.0 2009 Talent Management Factbook: Executive Summary i The Bersin &

More information

Oh the places we d better think about going

Oh the places we d better think about going www.mranet.org Oh the places we d better think about going EAA STAFF & SPECIALIST CONFERENCE August 12, 2014 Presented by: Pam Renick Director Surveys and Business Research 262.696.3324 pam.renick@mranet.org

More information

Eight Recommendations to Improve Employee Engagement

Eight Recommendations to Improve Employee Engagement REWARD STRATEGY AND PRACTICE Eight Recommendations to Improve Employee Engagement Tom McMullen, Hay Group * To start, let's de ne employee engagement as the level of commitment that employees feel toward

More information

Callidus Software Investor Presentation Name: first, last Leslie Stretch CEO Date Ron Fior CFO

Callidus Software Investor Presentation Name: first, last Leslie Stretch CEO Date Ron Fior CFO Callidus Software Investor Presentation Name: Leslie Stretch first, last CEO Date Ron Fior CFO Safe Harbor Statement Some of the comments we will make today are forward-looking statements. They are based

More information