Is Pay Hindering Your Company’s Performance?
A culture of performance is one where success patterns have taken root throughout an organization. The company is winning and you see it manifest in every part of the business. However, for too many companies, the culture is not “firing on all cylinders.” Performance is lagging. As a result, breakthrough growth remains out of reach.
Pay can either drive or inhibit the success patterns that fuel business growth. If your company’s rewards strategy is hindering more than enabling a performance culture, you will not want to miss this presenation
Using Assessments for Hiring and Retaining Good PeopleGregory P. Smith
Hiring and retaining good people is far better than constantly hiring, training and then replacing them all over again. Discover how using hiring assessments can help you build a better organization pleasing customers and clients.
8 Tips for Beating Your Sales Goals in 2016RAIN Group
To learn how you can beat your sales goals in 2016 and unlock your sales force effectiveness, download our free white paper, Increase Win Rates and Beat Your Sales Goals in 2016, at www.raingroup.com/win.
Welcome to our yearly report on the content marketing practices of business-to-business (B2B) technology content marketers in North America. Here you’ll see how technology marketers replied to our sixth annual content marketing survey, and how the results compare with the 2015 ndings.
A new question about content marketing maturity level revealed that 71% of technology marketers who say their organizations are e ective at content marketing are in the “sophisticated/mature” phase, indicating that success grows with experience.
Employee engagement ideas and employee alignment best practicesJack Morton Worldwide
We live in a marketing world of explosive change: new channels, newly empowered consumers and a new commitment by brands to re-write old rules. So why is it so much still hasn’t changed about how brands engage their own employees?
But isn’t it all one brand? And isn’t it all dependent on creating a distinctive and great experience—with employees at the core? We think so. It’s time for new words to describe employee engagement—words that speak to a new approach to the field. Instead of employee engagement, how about Brand Experience Alignment?
Branding Beyond Borders: A Quick Guide for International Employer BrandingNexxt
The globalization of many companies has created a brave new world of employer branding. Embark on this journey with a reliable guide to creating an employer brand that transcends borders. Visit us at www.beyond.com/employers for more resources.
Informal and Social Learning - Everyone is a Contributor!Michael Kada
Michael Kada presents the case for Informal Learning with respect to the explosion of information and knowledge and in comparison to other learning paradigms. The learning world is shifting very quickly to an informal / social learning approach and the case will be made why it is essential to for companies to adapt their learning approaches in this direction.
Using Assessments for Hiring and Retaining Good PeopleGregory P. Smith
Hiring and retaining good people is far better than constantly hiring, training and then replacing them all over again. Discover how using hiring assessments can help you build a better organization pleasing customers and clients.
8 Tips for Beating Your Sales Goals in 2016RAIN Group
To learn how you can beat your sales goals in 2016 and unlock your sales force effectiveness, download our free white paper, Increase Win Rates and Beat Your Sales Goals in 2016, at www.raingroup.com/win.
Welcome to our yearly report on the content marketing practices of business-to-business (B2B) technology content marketers in North America. Here you’ll see how technology marketers replied to our sixth annual content marketing survey, and how the results compare with the 2015 ndings.
A new question about content marketing maturity level revealed that 71% of technology marketers who say their organizations are e ective at content marketing are in the “sophisticated/mature” phase, indicating that success grows with experience.
Employee engagement ideas and employee alignment best practicesJack Morton Worldwide
We live in a marketing world of explosive change: new channels, newly empowered consumers and a new commitment by brands to re-write old rules. So why is it so much still hasn’t changed about how brands engage their own employees?
But isn’t it all one brand? And isn’t it all dependent on creating a distinctive and great experience—with employees at the core? We think so. It’s time for new words to describe employee engagement—words that speak to a new approach to the field. Instead of employee engagement, how about Brand Experience Alignment?
Branding Beyond Borders: A Quick Guide for International Employer BrandingNexxt
The globalization of many companies has created a brave new world of employer branding. Embark on this journey with a reliable guide to creating an employer brand that transcends borders. Visit us at www.beyond.com/employers for more resources.
Informal and Social Learning - Everyone is a Contributor!Michael Kada
Michael Kada presents the case for Informal Learning with respect to the explosion of information and knowledge and in comparison to other learning paradigms. The learning world is shifting very quickly to an informal / social learning approach and the case will be made why it is essential to for companies to adapt their learning approaches in this direction.
This webinar presentation looks at ways to build the case for employer branding. The third in our 30+3 webinar series, Creating Employer Brand Value delves into critical employer brand planning elements including employer brand value and ROI.
Techniques of Social Selling: Just Do It! (Sales for Life)SAVO
In this presentation Jamie Shanks and Tim Keelan will provide you with TACTICAL Tips and Tricks that you can deploy within your sales team immediately to help them master Social Selling
7 Ways Soft-Skills Power Organizational PerformanceBambooHR
Succeeding in today's increasingly competitive global landscape calls for our organizations to leverage everything they can, and increasingly, that leverage is coming down to your employees' soft skills.
But while it's easy (well, easier) to measure and hire for hard-skills competency, it's very difficult to recognize and hire for soft skills. And once hired, it becomes even more of a task to build these soft skills in our employees.
In this slideshare we'll take a hard look at the soft skills that really enable organizations to succeed. From recruiting to learning and development and performance management to the exit interview, we'll show how soft-skills focus can dramatically impact your company's bottom line.
In this slideshare, you will learn:
• Soft skills: What are they anyway?
• Soft skills and recruiting: The secret to successful hires
• What the bottomline results are for soft skills
• How to teach, measure, and mentor soft skills
Talent Will See You Now, But Are You Ready for a Conversation?
Webinar presentation on the importance of using employee-centric data in your employer brand.
Managing Your Employer Brand During the PandemicCielo
As the digital landscape evolves in response to COVID-19, it’s important for you to pivot employer brand communications to align with the fast-changing needs of your audience. From social media and advertising to career websites and email, how job seekers engage with content is shifting.
View these slides to learn more about:
-Shifts in job-seeker behavior right now and strategies for employers to connect
-How to update your messaging to be useful, relevant and aligned with your hiring needs
-Examples from talent teams of how they’re adapting employer brand and career websites to reflect the changing market during COVID-19
SmashFly's Chris Brablc and Tracey Parsons deep dive into the 13 recruitment marketing best practices talent acquisition teams need to use in 2016, influenced by findings from the Recruitment Marketing Report Card for the 2015 Fortune 500.
The use of Stay Interview is presented to the purpose to start to highlight some key elements of an organizational culture.
Them can be used to define (or to check an existing) Employee Value Proposition (EVP).
The so reviewed EVP can be used as a base to check for people retention risks and to design a set of individually focused retention plan
Presented by N. Robert Johnson, Practice Leader, Workforce Communications at The David Group.
A strong employer brand is a competitive advantage to attract, engage and retain talent. This presentation looks at what an employer brand is; why it's critical for enterprise-wide success; the ingredients in creating one; and key KPIs.
Team Member is a Sri Lankan based company. HRM Consultancy, Academic & Business Writing, Executive Recruitments, Training & Developments are the areas, we operate, and provide our services to our clients.
This webinar presentation looks at ways to build the case for employer branding. The third in our 30+3 webinar series, Creating Employer Brand Value delves into critical employer brand planning elements including employer brand value and ROI.
Techniques of Social Selling: Just Do It! (Sales for Life)SAVO
In this presentation Jamie Shanks and Tim Keelan will provide you with TACTICAL Tips and Tricks that you can deploy within your sales team immediately to help them master Social Selling
7 Ways Soft-Skills Power Organizational PerformanceBambooHR
Succeeding in today's increasingly competitive global landscape calls for our organizations to leverage everything they can, and increasingly, that leverage is coming down to your employees' soft skills.
But while it's easy (well, easier) to measure and hire for hard-skills competency, it's very difficult to recognize and hire for soft skills. And once hired, it becomes even more of a task to build these soft skills in our employees.
In this slideshare we'll take a hard look at the soft skills that really enable organizations to succeed. From recruiting to learning and development and performance management to the exit interview, we'll show how soft-skills focus can dramatically impact your company's bottom line.
In this slideshare, you will learn:
• Soft skills: What are they anyway?
• Soft skills and recruiting: The secret to successful hires
• What the bottomline results are for soft skills
• How to teach, measure, and mentor soft skills
Talent Will See You Now, But Are You Ready for a Conversation?
Webinar presentation on the importance of using employee-centric data in your employer brand.
Managing Your Employer Brand During the PandemicCielo
As the digital landscape evolves in response to COVID-19, it’s important for you to pivot employer brand communications to align with the fast-changing needs of your audience. From social media and advertising to career websites and email, how job seekers engage with content is shifting.
View these slides to learn more about:
-Shifts in job-seeker behavior right now and strategies for employers to connect
-How to update your messaging to be useful, relevant and aligned with your hiring needs
-Examples from talent teams of how they’re adapting employer brand and career websites to reflect the changing market during COVID-19
SmashFly's Chris Brablc and Tracey Parsons deep dive into the 13 recruitment marketing best practices talent acquisition teams need to use in 2016, influenced by findings from the Recruitment Marketing Report Card for the 2015 Fortune 500.
The use of Stay Interview is presented to the purpose to start to highlight some key elements of an organizational culture.
Them can be used to define (or to check an existing) Employee Value Proposition (EVP).
The so reviewed EVP can be used as a base to check for people retention risks and to design a set of individually focused retention plan
Presented by N. Robert Johnson, Practice Leader, Workforce Communications at The David Group.
A strong employer brand is a competitive advantage to attract, engage and retain talent. This presentation looks at what an employer brand is; why it's critical for enterprise-wide success; the ingredients in creating one; and key KPIs.
Team Member is a Sri Lankan based company. HRM Consultancy, Academic & Business Writing, Executive Recruitments, Training & Developments are the areas, we operate, and provide our services to our clients.
DAS SOTI Presented by Nextmark: What We Love, Hate and Desire in Our Digital ...Digiday
What do we love and hate about our jobs in the digital media business? How happy are we? What drives our happiness? NextMark’s Joe Pych will present the results from Digiday’s first ever Digital Media Job Satisfaction Survey. The results may surprise you!
Presenter: Joe Pych, CEO, NextMark @jpych
Green chemistry in chemical reactions: informatics by designAlex Clark
Chemical informatics technology can be of assistance to chemists for describing reactions in numerous ways, including calculating green chemistry metrics such as process mass intensity, E-factor and atom economy. To facilitate this, chemical reactions have to be described in more precise detail than is the norm for most chemists. There are also numerous practical ways to add more green chemistry functionality to lab notebooks, such as enumerating searchable reaction transforms for environmentally favourable reactions, automatically looking up toxicity and hazard information, and others which are mentioned in the slides.
This presentation was given at the Green Chemistry & Engineering conference in 2015 (Americal Chemical Society Green Chemistry Insititute).
The importance of data curation on QSAR Modeling: PHYSPROP open data as a cas...Kamel Mansouri
This presentation highlighted how data curation impacts the reliability of QSAR models. We examined key datasets related to environmental endpoints to validate across chemical structure representations (e.g., mol file and SMILES) and identifiers (chemical names and registry numbers), and approaches to standardize data into QSAR-ready formats prior to modeling procedures. This allowed us to quantify and segregate data into quality categories. This improved our ability to evaluate the resulting models that can be developed from these data slices, and to quantify to what extent efforts developing high-quality datasets have the expected pay-off in terms of predicting performance. The most accurate models that we build will be accessible via our public-facing platform and will be used for screening and prioritizing chemicals for further testing.
The Data Driven University - Automating Data Governance and Stewardship in Au...Pieter De Leenheer
Data Governance and Stewardship requires automation of business semantics management at its nucleus, in order to achieve data trust between business and IT communities in the organization. University divisions operate highly autonomously and decentralized, and are often geographically distributed. Hence, they benefit more from an collaborative and agile approach to Data Governance and Stewardship approach that adapts to its nature.
In this lecture, we start by reviewing 'C' in ICT and reflect on the dilemma: what is the most important quality of data being shared: truth or trust? We review the wide spectrum of business semantics. We visit the different phases of growing data pain as an organization expands, and we map each phase on this spectrum of semantics.
Next, we introduce our principles and framework for business semantics management to support Data Governance and Stewardship focusing on the structural (what), processual (how) and organizational (who) components. We illustrate with use cases from Stanford University, George Washington University and Public Science and Innovation Administrations.
[Etude] Entrepreneurs de la Tech : qui sont-ils?FrenchWeb.fr
Qui est l'entrepreneur de la Tech en France? Comment a-t-il développé son projet? Quelles sont ses aspirations? A quel moment sautent-ils le pas…? Frenchweb a souhaité comprendre qui sont les entrepreneurs du digital en France.
Underwhelming Pay Strategy = Underwhelming Results
If I'm a CEO, I need my employees to draw the same conclusion I do about "what's important." And I want them to behave in a way that reflects that understanding and commitment. To accomplish that there must be alignment between the growth goals of the company, its business model and strategy, roles and expectations and financial rewards. So how do you create that line of sight and instill a sense of stewardship among employees through compensation? If these are issues you struggle with, you will not want to miss this presentation!
By: The VisionLink Advisory Group. A consulting firm that helps growth-oriented companies create greater alignment between their business plans and their rewards programs—thereby creating a unified financial vision for growing their companies.
As an enterprise leader, you want to cultivate highly productive performers in your workforce. Your business growth depends upon it. And so you search for rewards strategies that will drive the kind of productivity and performance you need. However, you do so with some skepticism—wondering if pay really has any bearing on the results you achieve. Some things you read suggest it doesn’t, but your business intuition tells you that pay, productivity and performance are (or at least should be) linked. But how? The approaches you’ve tried in the past haven't exactly “worked.” So, you grapple with what to do next. If this is an issue you face, you will not want to miss this.
How do you shift your employees from an entitlement to a stewardship mentality where your people take ownership of outcomes and results? If your company’s culture is showing symptoms of the entitlement “syndrome,” you will not want to miss this.
View a recording of the presentation here: https://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-transform-entitlement-into-stewardship-2018
What if you asked your top four employees to articulate the vision and purpose of your company? Could they do it? What about its business model and strategy? How about explaining their roles and the outcomes for which they have stewardship?
Chances are even your best people would struggle with that exercise. And if they have a hard time, imagine what that implies about the rest of your team.
Those simple questions reveal the level of line of sight you have in your business. And without line of sight, it is virtually impossible to have an engaged workforce.
With that in mind, VisionLink discusses the important role of employee alignment in creating sustained success in all aspects of talent management and performance—and how to create a pay strategy that reinforces the vision and mindset you want your employees to have.
To view a recording of this webinar, visit: http://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-improve-line-of-sight-and-why-it-matters
To learn more about VisionLink, visit: www.vladvisors.com
The Role of Rewards in the “New Age” of Employee Empowerment. So where does compensation fit in this new engagement environment? Does it play any role? Some analysis suggests its impact is minimal. Other studies indicate it is a larger factor. To the extent attrition can be considered the antithesis of engagement, one might be confused by what seems to be conflicting data analyses among researchers regarding the influence compensation has on this much sought after quality in employees. If these are questions you are trying to answer, you should not miss this presentation.
How do you know whether your company’s pay strategy is successful? It’s a simple question but most company leaders struggle to find an adequate answer.
The reason the question is so difficult is because compensation is seldom considered a strategic issue. It’s considered a cost issue. Therefore, it is designed without the success measures most strategic initiatives carry.
So how do you determine a measure that best defines success when it comes to compensation? If you are struggling to determine whether your pay strategy is successful, you won’t want to miss this valuable presentation.
View the webinar recording online at: http://www.vladvisors.com/compensation-knowledge-center/webinars/what-is-a-successful-pay-strategy
Share Company Value without Sharing Equity. Many companies wonder whether there is a way to tie a long-term incentive to the value of the company without giving away equity. The answer is yes and the solution is Phantom Stock. This concept has become the answer for many company leaders who feel reluctant about sharing stock but feel equally strong that their key people should participate in the value they help create. This presentation will describe how phantom stock works and why it has become such a valuable solution for business leaders seeking an alternative to equity sharing. Whether you have a phantom stock plan now or are just considering whether it would work in your circumstance, you will not want to miss this presentation!
Shareholders and high performing employees need each other. Owners need growth enablers who can build the future company they envision. Key performers want to apply their unique abilities to a meaningful end that rewards them for value creation. So, how do you bring those two visions together in the way you construct rewards strategies? How do you pay crucial contributors in a way that improves shareholder value and makes owners feel good about the investment they are making in compensation? If these are questions you are trying to answer, you should not miss this!
How to build a pay strategy that performs the way you want it to.
Do you want to ensure your pay strategy will succeed—that it will do the job you’ve “hired” it to do?
If so, you must learn the process that compensation experts use. It includes four phases of planning. If followed, you will end up with a compensation offering capable of attracting premier talent and turning your employees into growth partners.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
Ever get questions like these from your employees?
Why is my bonus less this year than last year? Why was my raise not higher? Why are you not paying me as much as salary.com says you should be paying me? Why can’t I have stock? Why…
You get the picture. Questions like these can put you on the defensive and strain your relationship with your employees. Worse, they evidence you have created a culture of entitlement. Yikes!
To learn how to make questions like these go away and transition your employees from a sense of entitlement to one of stewardship, be sure to watch our on-demand broadcast. You will not want to miss it!
In this broadcast, you will learn:
How entitlement takes root and what you can do to prevent it.
How a clear compensation philosophy can make 90% of pay complaints go away.
How to use market pay data more effectively—and why it is less important than you (and your employee’s) think.
What it means to have a balanced pay strategy and why it will make your value proposition more compelling.
Why a Total Rewards approach is critical to creating a positive employee experience, and…
Why today’s talent trends make it essential your people have that positive employee experience.
If you are like most business leaders, your confidence in the economy is growing…but your company is not completely recovered from its COVID experience. It’s left you and your leadership feeling a bit numb. You may have had to cut salaries, freeze incentive plans and either furlough or let employees go. It’s been painful. (Our apologies for reminding you!)
Now you need to move forward with optimism but you can’t just pretend nothing has happened, right?
All of this leaves you feeling uncertain about what your pay strategy should look like in 2021. Questions abound: How can you reward employee performance but not make your cash flow vulnerable? How can you create a pay offering that is more flexible without also unleashing compensation chaos? And so on.
If this is where you and your company find yourselves, you should watch this broadcast.
How to Ensure that Rewards Drive Growth
If you run a business, it’s likely you see a future company that is bigger and better than the present enterprise. You also probably recognize that to fulfill that vision, pay will have to play a strategic role. Growth will not be achieved simply because you’re paying a competitive salary, have a group medical plan and/or allow your employees to contribute to a 401(k) plan. Rather, you recognize growth goals are achieved when an employee feels "invested" in the results the company seeks to fulfill. So how do you use pay to help accomplish that? What role should it play and what components should it include? To find out the answer to these and other related questions, you will not want to miss this presentation.
Have you struggled to find a pay strategy that actually drives higher performance?
Well, it doesn’t have to be a mystery. Learn what high performance companies do to develop high performance rewards strategies. Turn Your Compensation Cost into an Investment in Business Growth!
View the recorded presentation on VisionLink's website: https://www.vladvisors.com/compensation-knowledge-center/webinars/5-keys-to-building-a-high-performance-pay-strategy-in-2018
Most business leaders struggle with their incentive plans. What kind of results should they reward? Who should receive them? How will the incentives be "paid for?" And finally, what is the right balance is between short and long-term value-sharing? Although there is no silver bullet answer to these questions for every company, there are guiding principles businesses should follow if they want their incentive plans to help drive the performance they seek. If you find yourself grappling with these issues, you will not want to miss this presentation! http://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-balance-short-and-long-term-incentives
Most business leaders believe that some portion of employee pay should be in the form of incentives, but are left struggling to find answers to key questions: How much of someone’s pay should be variable? And who should have incentive pay as part of their mix? How much of the incentive should be short-term and how much should be based on long-term performance? What type of incentive(s) should it be? What if I don’t pay incentives and just pay higher salaries than my competitors? Will that work just as well?
If these are questions you are facing, don’t miss this presentation!
Do you want to share business value with employees…but without giving them equity in the company?
“Is that even possible?” you wonder.
Yes it is. And it is why phantom stock has become so popular with private company leaders. This plan allows you to tie the benefit of your long-term incentive to the value of your business without diluting owner value or giving away a single share of actual stock.
This will help you If you want to learn what phantom stock is, who should offer it and how a plan is constructed.
View recording: https://www.vladvisors.com/compensation-knowledge-center/webinars/what-is-phantom-stock-and-why-do-i-keep-hearing-about-it
Which Long-Term Incentive Plan is Right for Your Company? If you plan to grow your company, you will need a pay plan that rewards long-term performance. You just will! Employees want to know they can participate in the business value they help create.
The hard part is determining which value-sharing approach is most suitable. Should you share stock? If so, should you give away present value or just future value? If you do not want to share equity, do you still want to tie the incentive to business growth in some way? There are lots of questions to be answered before you can determine which LTIP strategy is best.
In short, we can help you decide how to pick the best LTIP for your company.
If you lead a business, perhaps you’ve had to deal with questions like these: “Why is my bonus less than it was last year?” “Why didn’t I get a bigger salary increase?” “Can I have stock?” All are indicators your employees are feeling a bit entitled.
So, how does this happen? More important, what can you do about it? How can you transform a culture of entitlement into one focused on value creation and engagement?
As a prudent enterprise leader, you want your employees’ compensation tied to their performance. However, to accomplish that you must be able to distinguish the results your employees’ are producing from those driven by other factors (such as market conditions or shareholder investment).
So how do you do that? How do you ensure that you are rewarding performance and productivity actually attributable to your people?
This broadcast will address these and other important “pay for performance” questions. you will learn what high-performance companies do to ensure they are rewarding the right results. If you have been unsuccessful in your attempt to build such a plan for your business, you will not want to miss this event.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
Most business leaders know that some portion of their pay construct should be in the form of incentives, but are left struggling to find answers to these kinds of questions: How much of someone’s pay should be variable? And who should have incentive pay as part of their mix? How much of the incentive should be short-term and how much should be based on long-term performance? What type of incentive(s) should it be. If these are questions you struggle with, you will not want to miss this.
Similar to Pay’s Role in a Performance Culture (20)
When economic conditions are in constant motion, is it even possible to determine the “right” pay strategy?
For example, some company leaders believe high salaries are necessary to attract great people, but are concerned about having costly pay commitments if the economy is shut down again. Others think employee earnings should be tied heavily to performance, but wonder what metrics to use—and how to balance short versus long-term rewards. So, is one right and the other wrong?
The reality is there is no playbook for determining how to pay employees amid the kind of economic uncertainly we have been experiencing. So, what should you do?
This broadcast will help you answer that question. You will learn how to use compensation as a strategic tool and construct a rewards approach that is agile enough for changing conditions but enduring enough to work in any economy. We will, in fact, show you how to resolve the “higher salary versus bigger incentives” dilemma.
The COVID economy has likely caused you to rethink your compensation approach and forced you to confront some difficult questions: Should incentive compensation play a larger or smaller role in your pay strategy going forward? What’s more important—rewards for short or long-term performance? Better yet, should you even be offering incentives at all given the current uncertainty in the business environment?
VisionLink and EBS would like to help you answer those questions. In this webcast, you will learn why incentive plans are more important than ever and how they should be engineered in a post-COVID business world. We will show how the right approach to value-sharing can help you succeed any economy and inspire a balanced result in your employees’ performance.
If there’s one thing that’s certain about the future it’s that nothing about the future is certain. That makes it hard to plan, does it not? Yet, to succeed in the new economy you must have a strategy—and soon. It’s urgent. So, what should you do?
Start with your employees. They will have a lot to do with whether your company’s future is successful or not. Consequently, the experience you provide must be envisioned in advance and delivered according to your plan. It must attract premier talent and ensure they will want to stay and perform. And it must enable your employees to easily buy into and support your vision for the future—so they will be as committed to the company’s success as you are.
So, what kind of experience will do that?
That is the issue we addressed in this broadcast.
The COVID economy has likely created competing priorities for you as a business leader. You feel pressure to minimize your compensation expense and protect cash flow. At the same time, you need to incentivize employee performance so your people will be motivated to get results.
So, what should you do?
Tune into this webcast to learn why many enterprise leaders are finding phantom stock to be the answer. In this broadcast, we will show you how this kind of plan enables you to reward performance without increasing your compensation expense. You will also see how phantom stock allows you to share value without diluting owner equity.
In short, we will demonstrate why phantom stock is the compensation equivalent of “having your cake and eating it too.”
Chances are, you think differently about compensation now than you did a few months ago. Let’s face it, COVID-19 made us think differently about a lot of things, did it not? And although you’ve survived the crisis so far, you recognize your pay strategy going forward probably needs to change.
But change how? Exactly what should be different?
This broadcast was created to help you answer that question. We recognize business leaders like you are struggling to determine how you can effectively reward performance in the new economy without creating the same financial vulnerabilities you’ve just lived through. We can think we can help.
You want your people to buy into your vision of the future. You want to attract and keep premier talent. You want your employees to adopt a stewardship mindset and “own” results. You want all stakeholders to feel they are a part of the company’s success. You also want all stakeholders equally invested in preventing mistakes that can set the company back.
You recognize that’s a tall order in the best of times. But in today’s chaotic business environment, the challenge is even greater. So, what should you do?
This broadcast was created to help you answer that question.
The COVID-19 economy changed everything, did it not? The future business environment is not going be the same as it was prior to the pandemic. As a result, your future company can’t be the same either. It will be facing unique challenges. But it also offers you unprecedented new opportunities.
As always, those who anticipate and prepare for that future will have the advantage.
To that end, watch the recorded presentation to learn five ways you can leverage your ability to succeed in the new economy. In this webinar, we will share high impact insights that will help your company thrive regardless of the conditions that lie ahead.
Employee performance management has been undergoing a revolution over the past few years. Highly structured, year-end appraisals are being eliminated. Instead, business leaders are adopting a forward-looking, flexible mentoring and coaching approach. The “new and improved” method is designed to help companies navigate the accelerated pace of change all businesses are experiencing.
So, how is this revolution impacting compensation? What kind of pay strategies are being used with this new performance management approach? How are successful business leaders ensuring their compensation plans offer maximum flexibility without creating a need for constant reinvention?
In this webinar, we will answer all those questions and more. You will discover how a rewards plan can be both agile and enduring—and why that combination is essential in the hyper-change environment we are living in.
Compensation is expensive. And if your pay investment is not managed properly, it can wreak havoc on your company’s cash flow. For many business leaders, that’s been a key learning from the coronavirus economy.
So, how do you solve that problem? What rewards plan allocation is best suited to your organization and most likely to produce the performance results you want?
In this webinar, we will answer both those questions. We will show you how to create a structure that ensures your compensation investment is effectively planned and managed—and generates a real return for the company. Not only that, we will introduce you to an online tool that helps you achieve that outcome simply—and for free.
What if the employee incentive plan you offer didn’t really cost your company anything? How much value would you share? In theory, if it didn’t really cost you anything, the amount you could share would be unlimited, right? So, what’s the catch? Is there actually such a thing as incentive compensation that pays for itself?
There really is no catch. You could start a self-financing incentive plan today if you just knew the steps to take. And that’s the purpose of this webinar. We want to teach you how to reward performance in a way that drives a positive ROI on your compensation investment, and eliminates the “cost” associated with traditional approaches. So, stop wasting money on incentive plans that are a drain on cash flow and profits.
Happily, our country is beginning to open for business again. So, what now?
While the economy won’t recover overnight, smart companies are starting to plan how their businesses will operate differently in the future, especially when it comes to compensation. Going forward, they want pay programs that won’t paralyze their cash flow or otherwise create the kind of financial strain their current plans have caused.
So, what’s the solution? How should your rewards approach in the future be different than has been previously? What emphasis should be given to guaranteed versus incentive compensation? What is the best way to align pay with results and what kind of performance should be rewarded? How do you make sure your compensation plan has the right balance of flexibility and stability? And what should you start doing now to prepare for success going forward?
Chances are, you’ve been hit hard by the coronavirus pandemic. Not the flu itself, hopefully. (God willing, you’ve steered clear of that contagion.) No, we’re talking about the economic hit. Its impact has been more far reaching and less discriminatory than the actual virus.
If Covid-19 has created an uncertain economic future for your company, we’d like to show you a way to effectively manage compensation in the face of the current chaos that also ensures your success when things rebound. We call this the “survive to thrive” strategy.
In this presentation you will learn a pay approach that is flexible and resilient enough for broad cash flow fluctuations but enduring enough to remain relevant when prosperous times return.
While the coronavirus has stalled business for many companies, some are experiencing a sudden spike in demand for their product or service. Perhaps yours is one of them. If so, you may find yourself “hiring in a hurry” to ensure you have enough talent to handle the sudden increase in interest, traffic and opportunity.
Given the urgency, the risk of mistake-making is high and can be costly—especially when it comes to extending pay offers. Compensation is an expensive proposition, so making promises in a hurry can be particularly hazardous. You don’t want to make commitments now you will regret later.
We can help you avoid that risk.
The economic chaos caused by the coronavirus pandemic is likely causing you to examine every financial element of your business right now. And because compensation is the biggest line item on your P&L, that number blares at you like a neon sign these days. All logic tells you it needs to shrink--and quickly.
As a result, you're wondering what your pay strategy should look like for the foreseeable future. Now, more than ever, your approach to compensation needs to be tied to performance--which means it is linked to results. If that's true, what should those results be and how do you make sure your pay plan effectively rewards them?
It is time to get rid of that bonus plan you have reinvented five times in the last six years. More metrics is not the answer. A different payout schedule isn’t going to change anything. You just need to let it go. Incentive plans have become unappreciated, ineffective and economically indefensible. In today’s business environment, your focus should be on value-sharing. To learn how to transition from paying incentives to sharing value—and why it matters—watch our on-demand broadcast.
Is there such a thing as a chief executive who is “satisfied” with the performance of his or her employees? Or, are there any who feel their company’s performance management system is “working?” And what about pay? Do you know anyone who feels good about the relationship between the incentive payments they are making and how their people are performing?
I’m guessing not.
So why is that? How can so many run successful businesses but not be able to figure out how to effectively manage the performance of their people and reward them in a way that drives more of the results they want?
The answer is because there are no rules. And the reason there are no rules is because every business is different.
So, what do you do?
Well, you will need to watch our on-demand webinar to learn the answer. (Sorry, it’s just how marketing works!) Discover the principles and practices successful companies use to drive, manage and reward superior employee performance.
Most business leaders want greater engagement from their employees. So, they hire consultants, go on retreats, survey their workforce, initiate team-building exercises and design one engagement strategy after another. And then…they become frustrated because they have little to show for their efforts.
The truth is, employee engagement is not as complicated as we make it. The problem is, in business, we want to solve everything with a strategy. But engagement isn’t the result of a clever strategy. Its development is organic. Therefore, the focus of business leaders should be on encouraging and accelerating its evolution—not on trying to manipulate it into existence.
For most companies, compensation is the costliest item on the P&L. And yet business leaders typically know little about their organization’s pay strategy. In today’s hyper competitive world, that’s not okay. Pay is a strategic tool that can either drive or diminish company profitability. It is a key to recruiting the kind of talent that can positively impact the trajectory of the business. Therefore, chief executives need to play a leading role in charting the compensation course their companies take. But, to do that effectively, they must become better informed about core pay issues. But which issues? What, exactly, do they need to know?
This webinar will answer those questions. It is designed for enterprise leaders who want to learn how compensation can play a more productive role in their businesses.
How do you determine the right blend of salaries and incentives in your pay strategy? Some believe that paying higher salaries attracts the best people, and therefore improves company performance. Others believe employee earnings should be tied to results, so they emphasize variable pay. So, is one right and the other wrong?
Obviously, there is no universal “right” way to pay employees. Instead, you must find what works best for your organization. So, how do you do that?
That is the question this webinar plans to answer. We will discuss 3 principles for determining the right rewards balance for your company and how they can be used to resolve the higher salary versus bigger incentives dilemma.
If you lead a business, you must treat your compensation plan as a strategic tool that can accelerate company growth. If you don’t, it can become a profit diluter and a drag on company performance.
With that in mind, we invite you to learn the 3 areas of strategic impact you should be having on your company’s pay design and development. We will discuss which compensation decisions only you should make and those that can be delegated to someone else.
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Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
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All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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2. Vision: HelpYou Become a
Wealth Multiplier Organization
Transform the way you use
compensation to share value with
employees.
3. If you do that…
• Quality of talent will improve.
• Employee engagement will expand.
• Performance will be magnified.
• Business growth will be accelerated.
• Shareholder value will increase.
8. 88
Who Benefits?
Shareholders
Magnet for premier talent
Perpetuate growth
Increased business value
Accelerated wealth accumulation
Legacy of opportunity
Stakeholders
Associated with a winner
Positive work environment
Personal and professional
development
Financial rewards
10. 1010
Signs of an Entitlement Mentality
Value creation not
understood
Expectations of
salary increases
Requests for equity
participation
Bonus payments
without performance
Tenured mentality
14. 1414
Key Principles
1. Establish a Performance Framework
2. Define a Clear Compensation
Philosophy
3. Commit to Becoming a Wealth
Multiplier
4. Focus on Alignment
5. Replace “Incentives” with “Value-
Sharing”
6. Measure Your ROI on Pay
7. Define and Communicate a Financial
Partnership
15. 1515
1. Establish a Performance Framework
Business
Framework
Talent
Framework
Compensation
Framework
Business
Framework
Talent
Framework
Compensation
Framework
16. 1616
Business Framework
Phase One
Define Growth Expectations (Vision)
▪ Key outcomes that must be achieved
Define Business Model and Strategy
▪ Performance Engine
▪ How the company will compete
▪ Where are growth opportunities?
Identify Roles and Expectations
▪ Establish Performance Criteria
▪ Define “Success”
Business
Framework
17. 1717
Compensation Framework
Phase Two
Establish a pay philosophy
▪ Expansive vs. Selective—or Hybrid
▪ Define what the company is willing to
pay for
Engineer a pay strategy
▪ Structure
▪ Mindset
Adopt a “Total Rewards”
Approach
Compensation
Framework
19. 1919
2. Establish a Clear Pay Philosophy
A written statement of what the
company is willing to “pay for.”
Tie it to value creation.
20. 2020
Compensation Philosophy Statement
How value creation is defined.
How value is shared—and with
whom.
Market pay standards.
How guaranteed pay and value-
sharing will be balanced.
How short and long-term value-
sharing will be balanced.
When or if equity will be shared.
How merit pay is defined.
21. 2121
Spell it Out
Value creation occurs
beyond an appropriate
return on shareholder
capital (12%).
We believe value should
be shared with those who
help create it.
We believe value-sharing
should be split 50/50 in
rewarding short-term and
long-term performance
We believe in being at the
45-50th percentile with
guaranteed pay but in
providing unlimited
upside earnings through
value-sharing
22. 2222
Choose a Pay Strategy
Expansive
Selective
Workspan (World at Work)
The War for Stars, May 2012
23. 2323
Expansive Approach
Strives to retain virtually every employee under the theory that everyone is
needed or they wouldn’t be there. Largely egalitarian.
“Why upset our harmonious culture by creating an elite group that receives
special treatment? All our employees are critical and perform well, and
most are not going to leave.”
24. 2424
Expansive Approach
Easy to administer
Does not usually support an organization’s efforts to raise overall
performance
Discourages and disengages high performers
25. 2525
Selective Approach
Identifies, nurtures and works to
retain the high performers at all levels
of the organization.
Seeks to produce a cycle that, in the long term, will not only retain
existing high performers, but create and attract more high
performers and generate ever-improving standards of
performance and organizational results.
26. 2626
Selective Approach
Sets high performance standards
Acknowledges the company is in a
war for stars
Recognizes high performers always
have an opportunity to move
29. 2929
Wealth Multipliers vs. Wealth Creators
Wealth Creators
Profitability focus
Recruit to skills and
experience
Pay is an expense to
be managed
Salaries and total pay
should be “at market”
“Pay-for-
performance”
Wealth Multipliers
Accelerate value
creation
Recruit premier talent
that fits performance
framework
Pay is an investment
that should produce a
growing return
Market pay for bench
marking but pay
philosophy drive
comp strategy
Sharing value with
value creators
30. 3030
The Value of Profit
Wealth Multiplier
Profits
Future
Business
Employees Shareholders
31. 3131
A Sense of Partnership
Translates to a Growth
Multiple
The Value of Profit
Wealth Multiplier
Profits
ShareholdersFuture
Business
Employees
32. 3232
4. Focus on Pay Plan Alignment
Pay should turn employees into growth partners.
34. 3434
Eight Components of Pay
Benefits
Core benefits
Executive benefits
Qualified retirement plans
Supplemental retirement plans
Compensation
Salary
Performance incentives
Sales incentives
Growth incentives
Incentives should be in the form of value sharing.
35. 3535
Salary
Performance
Incentives
Sales
Incentives
Growth
Incentives
Core Health
& Welfare
Plans
Executive
Benefit
Plans
Qualified
Retirement
Plans
Nonqualified
Retirement
Plans
Salaries
Competitive with market standards?
Tied to strong performance management process (merit)?
Managed within a flexible but effective structure?
Performance Incentives
Tied to productivity gains?
Clear, achievable and meaningful?
Self-financing?
Sales Incentives
Challenging yet achievable?
Reinforcing the right behaviors?
Differentiating your offering?
Growth Incentives
Linked to a compelling future?
Supporting an ownership mentality?
Securing premier talent?
Core Benefits
Responsive to today’s employee marketplace?
Allocating resources where most needed?
Evaluated to eliminate unnecessary expense?
Executive Benefits
Flexible enough to address varying circumstances?
Communicating a unique relationship?
Reducing employee tax expense?
Qualified Retirement Plans
Giving employees an opportunity to optimize retirement values?
Operated with comprehensive fiduciary accountability?
Avoiding conflicts and minimizing expenses?
Nonqualified Retirement Plans
Optimizing tax-deferral opportunities?
Aligning long-term interests of employees with shareholders?
Structured to receive best possible P&L impact?
An Aligned
Compensation
Strategy
36. 3636
Form of Pay Purpose Standard Investment ROI
Salaries
Provide for the current cash needs
of our executives
40-50th percentile for
peer group
$500,000
Achieve ROA standard
of 0.75%
Short-term Incentives
Enhance current cash payments to
executives for achieving top and
bottom line annual goals
30-40% of base salary $168,000 (Target)
15% revenue growth
and 12% margin
Long-term Incentives
(Cash)
Retain execs; focus them on long-
term earnings growth; align with
shareholder interests; meet wealth
accumulation needs
15-20% of base salary $84,000 (Target)
Long-term growth in
earnings (double
earnings = share 13%
of new value)
Long-term Incentives
(Equity)
Retain execs; focus them on long-
term earnings growth; align with
shareholder interests; meet wealth
accumulation needs
15-20% of base salary $84,000 (Target)
Long-term growth in
earnings (double
earnings = share 13%
of new value)
Core Benefits
Meet basic security needs of the
executives
50th percentile for peer
group
$25,500 ROA of 0.75%
Executive Benefits
Enhance basic security needs and
meet market standards for
perquisites
50th percentile for peer
group
$24,000 ROA of 0.75%
Qualified Retirement
Provide wealth accumulation
opportunity for executives
40th percentile (3% of
salary)
$15,000 ROA of 0.75%
Supplemental
Retirement
Strengthen rewards value
proposition to help recruit and
retain executives; meet wealth
accumulation needs
30th percentile
compared to banks that
have plans
$135,000 ROA of 0.9%
38. 3838
5. Replace “Incentives” with Value Sharing
Incentives imply a
“carrot and stick”
approach while value-
sharing is about
reinforcing outcomes
and forging a financial
partnership.
39. 3939
Force Reinforce
This is the behavior that’s
expected and rewarded.
These are the results that are
valued and rewarded.
Do these things whether you like
them or not (they’re a necessary
part of the job).
Assume stewardship for the
outcomes we’re striving for,
determine the best ways to get
them done. Here are our
standards, patterns, expectations.
Our bonuses are reflective of our
“market pay” analysis for your job
classification
Our bonuses reflect the way we
share value that you help create.
Bad profits Good profits
47. 4747
Select the Right Plan Type
Stock Option
Performance Shares
Restricted Stock
Phantom Stock
Option
Performance
Phantom Stock
Phantom Stock
Profit Pool
Performance Unit
Strategic Deferred
Compensation
52. 5252
Total Rewards Approach
Compelling Future
Purpose
Positive Work
Environment
Autonomy
Opportunities for
Personal and
Professional Growth
Mastery & Purpose
Financial Rewards
Partnership
53. 5353
1. Compelling Future
I see myself in
the company’s
future.
I want a “seat at
the table” in
determining
the direction of
the company.
I like the
direction the
company is
headed.
I embrace the
company’s
values.
I believe the
company can
achieve its
growth goals.
54. 5454
2. Positive Work Environment
I like the nature of the
work I’m doing.
I am working within my
unique ability.
My responsibilities have
strategic purpose.
I like the team of people
with whom I work.
There are channels and
processes for solving
problems and decision
making.
55. 5555
3. Personal and Professional Development
As a result of my immersion in
the culture and resources of
this organization, my unique
abilities will improve—and I will
experience personal and
professional fulfillment.
56. 5656
4. Financial Rewards
I have some
control over
how much I
can earn if I
produce.
I feel a sense of
partnership
with
ownership.
There is a
philosophy that
guides pay decisions
and I relate to it.
There is a
mechanism for
sharing value with
those who help
produce it.
57. 5757
Link Company & Employee Goals
Financial “Hierarchy of Needs”
Cash Flow & Living Standard
Risk Protection
Retirement Planning
Value Sharing
Wealth Accumulation
Qualified & Executive
Retirement Plans
Comprehensive, Flexible
Benefits Plan
Short & Long-Term Incentive
Plans
Salary & Bonus
Wealth Multiplier Philosophy
Clear Pay Philosophy
1
2
3
4
5
58. 5858
6. Measure Your ROI on Compensation
Return on Total
Compensation
Investment
ROTRI™
59. 5959
How much is the Total Rewards
Investment?
Salaries
Commissions
Bonuses
Deferred award accruals
(LTIP)
Core benefits
Executive benefits
Retirement contributions
Payroll taxes
64. 6464
Market a Future that’s Relevant
Communicate desire for a
growth partnership
Demonstrate commitment
To the future business
To key contributors
Promote don’t just
communicate
Be consistent
65. 6565
Market a Future that’s Relevant
Here’s our future
Here’s how we’re going to
get there
Here’s the role we picture
for you
Here’s how we encourage
our people to grow and
contribute
Here’s our
philosophy about
pay and rewards
Here are our specific
pay programs
Here’s how our pay
programs could
work for you if we
achieve our plan
67. 6767
Key Principles
1. Establish a Performance Framework
2. Define a Clear Compensation
Philosophy
3. Commit to Becoming a Wealth
Multiplier
4. Focus on Alignment
5. Replace “Incentives” with “Value-
Sharing”
6. Measure Your ROI on Pay
7. Define and Communicate a Financial
Partnership