Greg Beckman has over 20 years of experience in leadership roles in the pharmaceutical, transportation, and military industries. He currently works as a Senior Manager at AbbVie, where he manages incentive compensation plans and leads a team of 9 employees. Previously he held roles such as District Sales Manager and Specialty Sales Representative at AbbVie, and Operations Manager at a transportation company. He earned his B.S. from West Point and an MBA from the University of Iowa.
Communicating Compensation: Talking with EmployeesPayScale, Inc.
Employees need to know that they are being compensated appropriately for their level of contribution. Messages about compensation may come from Executives, HR, or their managers directly.
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...Human Capital Media
Talent Development Reporting principles (TDRp) is a ground-breaking, industry-led initiative to run talent like a business to deliver measurable, planned impact with greater effectiveness and efficiency. Historically, many workforce professionals have not had the background or experience to approach talent from a business perspective. Moreover, many CFOs and CEOs, unsure of what really can be expected from HR, have not demanded that it be held to the same management standards as other functions.
TDRp provides standard statements and reports as well as definitions for more than 600 measures, much like GAAP or IFRS does for accounting. TDRp, however, also provides guidance in how these reports and metrics should be used by talent leaders to manage the function like a business. The TDRp framework has been developed for all important workforce processes including learning and development, leadership development, talent acquisition, capability management, performance management and total rewards.
In this webinar, Dave Vance will share the TDRp framework and challenge you to think about the benefits of a more business-like approach to talent in your organization. We’ll talk about using TDRp to:
Show alignment of HR initiatives to your organization’s goals.
Better plan HR initiatives, especially with regard to expected impact and value.
Better execute HR initiatives.
Report results and show the value of your HR initiatives.
Bottom line, TDRp can help you become a more valued business partner making a significant contribution to the success of your organization.
Go behind the scenes this summer: Discover the latest issues facing corporate boards.
Stanford Closer Looks are authored by Professor David Larcker and Researcher, Brian Tayan.
- Board Evaluations and Boardroom Dynamics
- From Boardroom to C-Suite: Why Would a Company Pick a
Current Director as CEO?
- An Activist View of CEO Compensation
- The Wells Fargo Cross-Selling Scandal
- Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
The Closer Look series is a collection of short case studies through which we explore topics, issues, and controversies in corporate governance and executive leadership. In each study, we take a targeted look at a specific issue that is relevant to the current debate on governance and explain why it is so important. Larcker and Tayan are co-authors of the books Corporate Governance Matters and A Real Look at Real World Corporate Governance.
Best Practices in Managing Employee Turnover WebinarPayScale, Inc.
Understanding the cause of employee turnover starts with looking at your company processes, procedures, leadership, and culture.
Join Mykkah Herner and Jennifer Ferris as they discuss best practices on managing employee turnover.
Register for this webinar and learn:
- Common myths of employee turnover
- The role of corporate culture in turnover
- Training managers well beyond compliance
- The impact of turnover on your business
- Why employees leave
Communicating Compensation: Talking with EmployeesPayScale, Inc.
Employees need to know that they are being compensated appropriately for their level of contribution. Messages about compensation may come from Executives, HR, or their managers directly.
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...Human Capital Media
Talent Development Reporting principles (TDRp) is a ground-breaking, industry-led initiative to run talent like a business to deliver measurable, planned impact with greater effectiveness and efficiency. Historically, many workforce professionals have not had the background or experience to approach talent from a business perspective. Moreover, many CFOs and CEOs, unsure of what really can be expected from HR, have not demanded that it be held to the same management standards as other functions.
TDRp provides standard statements and reports as well as definitions for more than 600 measures, much like GAAP or IFRS does for accounting. TDRp, however, also provides guidance in how these reports and metrics should be used by talent leaders to manage the function like a business. The TDRp framework has been developed for all important workforce processes including learning and development, leadership development, talent acquisition, capability management, performance management and total rewards.
In this webinar, Dave Vance will share the TDRp framework and challenge you to think about the benefits of a more business-like approach to talent in your organization. We’ll talk about using TDRp to:
Show alignment of HR initiatives to your organization’s goals.
Better plan HR initiatives, especially with regard to expected impact and value.
Better execute HR initiatives.
Report results and show the value of your HR initiatives.
Bottom line, TDRp can help you become a more valued business partner making a significant contribution to the success of your organization.
Go behind the scenes this summer: Discover the latest issues facing corporate boards.
Stanford Closer Looks are authored by Professor David Larcker and Researcher, Brian Tayan.
- Board Evaluations and Boardroom Dynamics
- From Boardroom to C-Suite: Why Would a Company Pick a
Current Director as CEO?
- An Activist View of CEO Compensation
- The Wells Fargo Cross-Selling Scandal
- Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
The Closer Look series is a collection of short case studies through which we explore topics, issues, and controversies in corporate governance and executive leadership. In each study, we take a targeted look at a specific issue that is relevant to the current debate on governance and explain why it is so important. Larcker and Tayan are co-authors of the books Corporate Governance Matters and A Real Look at Real World Corporate Governance.
Best Practices in Managing Employee Turnover WebinarPayScale, Inc.
Understanding the cause of employee turnover starts with looking at your company processes, procedures, leadership, and culture.
Join Mykkah Herner and Jennifer Ferris as they discuss best practices on managing employee turnover.
Register for this webinar and learn:
- Common myths of employee turnover
- The role of corporate culture in turnover
- Training managers well beyond compliance
- The impact of turnover on your business
- Why employees leave
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
Many small and medium sized enterprises [SME] owners already know what needs to be done to grow their business but lack the time and/or resources to bring about the necessary changes.
Others may simply be reluctant or restrained by tradition to make a shift.
Change is difficult.
This series attempts to help answer the question, "How will owners [like me] make the necessary changes to aggressively grow their business in 2014 — and beyond?”
A recent PayScale study revealed that employees’ perceptions of how they are paid are a better predictor of their intent to stay than their actual fair pay to the market. These implications create a huge opportunity for employers to get it right when it comes to communicating pay effectively.
The Importance of Business Acumen: One Manager's JourneyParadigm Learning
Business Acumen, knowing the business of your business, is a key ingredient to providing excellent human resource capability within an organization.
In this presentation, follow Ted as he learns how business acumen affects his role as Operations Manager. You will see the value in why all managers - and employees for that matter - should have a keen sense of business acumen.
The Impact of the Current Economy on Compensation ManagementPayScale, Inc.
Join James Redfern, Chief Financial Officer and Becky Wood, Sr. Applied Analytics Adviser, as they dive into wages pre, during, and post pandemic – and what this means for economic recovery.
Building a Winning Sales Management Team: The Force Behind the ForceForum Corporation
Would you weather have excellent salepeople with an average sales manager, or average salespeople with an excellent sales manager? Watch a replay of this webinar with Forum and ZS Associates to find out: http://www.forum.com/register.aspx?id=d9ff62c2-eafe-401c-b32b-f70d7c98c025&edocid=939
Webinar - Best Practices in Pay-for-PerformancePayScale, Inc.
Incentivizing employees based on performance makes a ton of sense. High performing employees should get a bigger piece of the pie, while low performers may not get a raise. In fact, according to PayScale's 2017 Compensation Best Practices Report, performance was the number one reason for giving increases last year. Organizations are moving away from using COLA as a reason for across the board raises.
Join PayScale's Mykkah Herner and Chris Estes to learn how to do pay-for-performance well and why paying for performance remains a strong compensation best practice.
Register for this webinar and you'll learn about:
-The right frequency of performance reviews
-How you can recognize performance with pay
-Monetary or non-monetary and which works best?
Love 'em or Lose 'em: Taking Care of Your Top PerformersPayScale, Inc.
When it comes to employee retention, what could you learn from Cupid? Do you offer the right rewards and say all the right things to your top performers? Maybe it’s time to brush up on your skills and attend a day in charm school.
In this webinar you’ll learn:
•“Fatal” compensation mistakes that can send top performers running for the door.
•The risks associated with losing top performers.
•How to create a compensation program that has top performers seeking you
Strenghtening the link between pay and performancePayScale, Inc.
More companies than ever are moving to a performance based compensation model. However implementing a pay-for-performance program is not an easy thing to get off the ground.
To understand the drivers of engagement and retention and how to develop and implement a retention strategy
• Aligning retention with an integrated TM framework
• Understanding motivation, engagement, commitment and retention
• customising retention drivers and initiatives
• Diagnostics to test actual drivers and impact of current and future initiatives – interviews, focus groups, surveys, best practice research
• Talent segmentation
• Prioritising initiatives and building a road-map for retention
• Successes and Lessons learnt
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
Many small and medium sized enterprises [SME] owners already know what needs to be done to grow their business but lack the time and/or resources to bring about the necessary changes.
Others may simply be reluctant or restrained by tradition to make a shift.
Change is difficult.
This series attempts to help answer the question, "How will owners [like me] make the necessary changes to aggressively grow their business in 2014 — and beyond?”
A recent PayScale study revealed that employees’ perceptions of how they are paid are a better predictor of their intent to stay than their actual fair pay to the market. These implications create a huge opportunity for employers to get it right when it comes to communicating pay effectively.
The Importance of Business Acumen: One Manager's JourneyParadigm Learning
Business Acumen, knowing the business of your business, is a key ingredient to providing excellent human resource capability within an organization.
In this presentation, follow Ted as he learns how business acumen affects his role as Operations Manager. You will see the value in why all managers - and employees for that matter - should have a keen sense of business acumen.
The Impact of the Current Economy on Compensation ManagementPayScale, Inc.
Join James Redfern, Chief Financial Officer and Becky Wood, Sr. Applied Analytics Adviser, as they dive into wages pre, during, and post pandemic – and what this means for economic recovery.
Building a Winning Sales Management Team: The Force Behind the ForceForum Corporation
Would you weather have excellent salepeople with an average sales manager, or average salespeople with an excellent sales manager? Watch a replay of this webinar with Forum and ZS Associates to find out: http://www.forum.com/register.aspx?id=d9ff62c2-eafe-401c-b32b-f70d7c98c025&edocid=939
Webinar - Best Practices in Pay-for-PerformancePayScale, Inc.
Incentivizing employees based on performance makes a ton of sense. High performing employees should get a bigger piece of the pie, while low performers may not get a raise. In fact, according to PayScale's 2017 Compensation Best Practices Report, performance was the number one reason for giving increases last year. Organizations are moving away from using COLA as a reason for across the board raises.
Join PayScale's Mykkah Herner and Chris Estes to learn how to do pay-for-performance well and why paying for performance remains a strong compensation best practice.
Register for this webinar and you'll learn about:
-The right frequency of performance reviews
-How you can recognize performance with pay
-Monetary or non-monetary and which works best?
Love 'em or Lose 'em: Taking Care of Your Top PerformersPayScale, Inc.
When it comes to employee retention, what could you learn from Cupid? Do you offer the right rewards and say all the right things to your top performers? Maybe it’s time to brush up on your skills and attend a day in charm school.
In this webinar you’ll learn:
•“Fatal” compensation mistakes that can send top performers running for the door.
•The risks associated with losing top performers.
•How to create a compensation program that has top performers seeking you
Strenghtening the link between pay and performancePayScale, Inc.
More companies than ever are moving to a performance based compensation model. However implementing a pay-for-performance program is not an easy thing to get off the ground.
To understand the drivers of engagement and retention and how to develop and implement a retention strategy
• Aligning retention with an integrated TM framework
• Understanding motivation, engagement, commitment and retention
• customising retention drivers and initiatives
• Diagnostics to test actual drivers and impact of current and future initiatives – interviews, focus groups, surveys, best practice research
• Talent segmentation
• Prioritising initiatives and building a road-map for retention
• Successes and Lessons learnt
According to the Board of Trustees of the Federal Old-Age and Survivors Insurance and Federal Disability Insurance Trust Funds, Social Security beneficiaries will receive no increase in their monthly payments in 2016. The latest report is a reminder of how important planning for the future is.
Analytics You're Ignoring: The Indirect Value of Your Content Amanda McGowan
Presented in Washington, DC at Spark Conference.
Many in our industry report on the direct results of content and marketing efforts, but fail to see indirect value. We also often view the performance of our marketing channels individually, despite the fact that most visitor journeys involve several channels.
I’ll walk through several tools in Google Analytics including Multi-Channels funnels and Custom Groupings that allow you to see how your great content may be resulting in assisted (indirect) conversions. And, how that content may be working with other marketing channels more than you realize - in particular, finding the marketing channel combination that’s most likely to yield conversions.
Ascentis PeoplePro culture "Want to Grow Your Company? Improve the Culture!"Lillian Panettiere
Our PeoplePro webinar "Want to Grow Your Company? Improve the Culture!" explores how innovations in HR are making it easier for organizations to thrive, how organizational cultures are evolving, what people want, and how the right culture can have a noticeable impact on delivering business strategy. Walk away with tips to implement right away, new innovations to test, and insights to share with your executive leadership.
Ed capaldi Strategic Advisor and CEO Business Coach. Gazelles Rockefeller Hab...Ed Capaldi
Ed Capaldi LLC company profile. Executive Coaching. Business Coaching. Rockefeller Habits. Strategic Planning. Strategic Execution. Business Model Canvas.
Atlas High Performance Economic Development is a Team Sport - Pure MichiganAtlas Integrated
Atlas Advertising and Community Systems CEO Ben Wright presents "High Performance Economic Development is a Team Sport" to Pure Michigan Economic Development team in 2015, in Kalamazoo, Michigan
4. .
4
Experience
Senior Manager, Incentive Compensation 3/14 - Present
Responsible for managing the preparation and delivery of sales crediting data, IC plans and
contests for all AbbVie sales franchises. Role spans multiples area of the organization and
requires managing or coordinating of complex data sets, reporting, and IT processes
through collaboration with franchise management, finance, human resources, legal and
Senior Leadership. Other important functions include: data analysis, tools, business
processes, training programs, communications, policy and information which drive toward
strategies and/or enhance sales force productivity. Currently supervise 9 direct reports
and 6 consultants from 2 vendor companies.
• Member of Sales Force mobile App solution: 1CONNECT.
• 2014 President’s Award Winner.
• Replaced 2 senior managers and streamlined two departments into one Incentive Compensation unit.
• Managed $1M promotional budget for IC prizes and awards.
• Created cross functional partnerships with IT, BHR, Sales Leadership, Training and Ethics/Compliance to speed
processes and improve accuracy of all deliverables.
• Began Business Book club within AbbVie.
• Co-authored IC philosophy for AbbVie.
• Led team to rewrite Sales Incentive Policy document codifying basic IC rules and application for field.
5. 5
Education
United States Military Academy, West Point, NY 1988 - 1992
• B.S. in Comparative Politics and Mechanical Engineering
University of Iowa, Tippe School of Management 2005 - 2007
• MBA, Strategic Employee Development
ESSAYONS!
7. The Professional Me Insights from Strengthsfinder 2.0
7
Strategic
Input
Ideation
Arranger
Command
Easily detect unusual configurations or spot new trends in data or factual
information. Devising options appeals to me. By nature, I am innovative,
inventive, original, and resourceful.
Inquisitive. Collector of things and ideas. The kind of mind
that finds so many things interesting. The world is exciting
precisely because of its infinite variety and complexity
Fascinated by ideas. I am delighted when I discover beneath
the complex surface an elegantly simple concept to explain
why things are the way they are.
You are a conductor. I enjoy managing all of the variables aligning and
realigning them until they are arranged in the most productive
configuration possible. I simply try to figure out the best way to get things
done.
I feel compelled to present the facts or the truth, no matter
how unpleasant. I need things to be clear between people
and challenge them to be clear-eyed and honest. People are
drawn to those who take a stance and ask them to move a
certain direction.
8. 8
Leadership How I Do It
Quote: The pessimist complains about the wind. The optimist
expects it to change. The leader adjusts the sails.
Style: Situational – assess the needs of others first and help
people develop and perform as highly as possible. Lead with
strengths, not weaknesses.
2 Virtues: Understand, then be understood.
Culture: Believe and Establish E + E +E
*From All-In by Gostick & Elton
9. Attached to the company and
willingness to give extra effort
9
A work environment that
supports productivity &
performance
Individual, Physical, Social & Emotional Well-Being at Work!
Leadership Why I Lead This Way
10. 10
Leadership With Top Talent
*From All-In by Gostick & Elton
• Set clear, challenging, specific and very measurable
goals for each team member – and the team as a
whole.
• Open, honest, robust transparent communication.
• Provide consistent, actionable feedback to make sure
people are engaged, enthusiastic, and happy – and that
there are no internal politics or problems with the
team that are detrimental to our success.
• Create competition.
• Consistently connect them to the higher purpose.
• Grow with Strengths and mitigate Weakness.
• I have two ears; therefore, I should listen twice as
much as I speak!
12. The Professional Me Values, Principles, Maxims
12
SELF
CHURCH
FRIEND
PLEASURE
POSSESIONS
WORK
MONEYFAMILY
PROJECTS
SPOUSE
CoreValueBased
Principle Centered
HowIOperate(Maxims)
Innovation
Courage
Speed
Character
Drive
Grow
Believe
13. 13
Cardiovascular Care District Sales Manager, Chicago, IL 4/12 – 9/13
Led two Cardiovascular Care Districts (Chicago North and Naperville) with 14 professional
sales representatives responsible for meeting top line sales ($32.4MM) and margin
($22.7MM). Manage promotional budget in excess of $400,000 including promotional
programs and samples to support marketing/sales activities. Provide training, motivation
and guidance to senior Abbvie and Contract representatives to support their growth and
organizational needs for talent. Manage District Business Plans to ensure milestone
attainment and exceed goal attainment by team.
• 2013 (March) YTD, exceeded top lines net sales by $400,000 and margin target by $400,000.
• April 2013 Summit, 15/23; 2012 Summit 22/40 West DMs
• Asked for additional Leadership Responsibilities – now DM over Naperville District.
• DM lead for ACHIEVE Team and Contact Sales Training Team within Indianapolis Region.
• Quota Accomplishment: Q2, 102.5%, Q3, 104.5%, Q4, 110.97%.
• Q4, 2012 – Coached Top National Team, Chicago North, 117.2% Quota Accomplishment.
14. 14
Cardiovascular Care Specialty Sales Representative, Rockford, IL 01/08 – 4/12
Grew the second largest lipid market for CSS in IL. Managed 5 KOL Lipidologists, including
Peter Toth, President, National Lipid Assoc. Strategically planned and executed marketing
and program support to drive quota attainment over 100%. Launched two products:
Trilipix 135mg and Simcor.
• Top 11% of sales (9/77) in 2008 and Top 16% of sales (13/77) in 2009.
• Top 30% of sales from 2008-2012.
• Third highest share change nationally for Niaspan: Sales Director Recognition in 2009.
• PPD Pinnacle Performer 2010, Regional Advisory Council 2008, CSS Speaker Liaison 2010, District
Sales Trainer CSS 2011-12 and Primary Care 2008-2011, Niaspan SMAC panel, 2011.
• Joslin Medical Center Preceptor ship, 2008. National Lipid Association, 2008 and 2010. American
College of Cardiology, Dallas TX, 2011.
• Selected for 2011 Knowledge Bowl at NSM, West Area Winner.
• Regional and District Winner for Pinnacle Performer, Industry Leading Clinical Knowledge, 2011.
• Trilipix Marketing Immersion, 2010.
15. 15
Senior Pharmaceutical Representative, Davenport, IA 10/01– 12/07
Responsible for the professional promotion multiple products in both Iowa and Illinois.
Sold in the lipid, antibiotic, asmthma and endorcrine market space during this time as a
solo and member of selling team(s).
• Top 15% of sales ( 14/89 in 2007
• 2004, National Winner of Omnicef SPIFF, $10,000 award.
• Consistant top 50% performer between 2001 and 2007.
• District Team Leader and Sales Trainer, 2005-2007.
• Top Team in Central Area, 2002.
16. 16
Jevic Transportation, Operations Manager, Atlanta, GA 03/98– 09/01
Led 40 employees in Operations, Sales and Safety for the efficient and profitable operation
of a 96 door less than truckload facility. Overall, annual sales in excess of $40MM. Led
struggling facility through various operational, financial and leadership changeovers to
improve service and profitability.
• Implemented system wide CRM/Billing program under time and budget.
• Recruited 7 Junior Military Officers ( JMOs) to Jevic.
• First graduate of Jevic Management Development Program. Assisted in rewrite and
organization of program, 2000.
• Implemented Statistical Process Controls (SPC) to manage warehouse, profitability and
dispatch operations – saved over $250,000 through use.
• Facility moved from 9/9 in profitability to 3/9 in profitability in 1 year.
• Promoted 3 individuals to greater levels of responsibility.
17. 17
United States Army Officer, Corps of Engineers, Fort Lewis, WA 05/92– 02/98
Various positions of leadership and responsibility from Lieutenant to Captain (promotable).
Responsible for groups of soldiers from 40 to 200 and accountable for equipment and
supplies in excess of $200MM. No loss of life or property during multiple overseas and
stateside deployments for training. Mentored 22 Engineer and other branch officers during
this time.
• Graduate Airborne, Sapper Leader, Battalion Motor Officer and Army RANGER school.
• 1994, US Army Maintenance Excellence Award Winner: Motor pool placed 2 of 6200 in US Army:
Chief of Staff, US Army recognition.
• 1994, recognition, Best Junior Leader, Fort Irwin, CA
• 1996, 1 of 6 selected for US Army Armor Advanced Course, Fort Knox, KY.