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Why Pay-For-Performance Can Work At Last Pay for performance is not a new topic, but as a talent management practice it has faced difficulties. With the promise to reward high performers, punish poor performers and focus each individual’s effort, it seemed like the ideal tool. However, actually making meaningful pay for performance decisions is harder than most people admit. The good news is that pay for performance is finally working thanks to more nuanced approaches and better software tools. This white paper explores the topic from each of these angles. |
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The Influence of Employee Satisfaction on Patient Satisfaction and Safety: Research is proving that patient satisfaction and patient safety are both heavily influenced by employee satisfaction. Medicare and Medicaid have made patient satisfaction and patient safety criteria for payments to healthcare facilities, further driving the importance of employee satisfaction. This white paper explains how automated Talent Management systems support HR’s critical role in this, and provide a foundation for long term sustainable employee performance management policies that support employee satisfaction. |
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Making HR More Strategic: Today’s business climate is forcing a shift in the role HR plays - from administrative support to strategic manager of an organization’s greatest asset – its people. Learn about the key drivers behind the shift and the vital role talent management systems are playing in supporting HR’s transformation in this white paper. |
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Attracting and Retaining Generation Y: Becoming an employer of choice among millennial employees is not an easy task given the enormous amount of competition in the global marketplace. But two companies have found a way to capitalize on their culture and bring in the best new talent, and representatives from these two organizations explain how using performance management systems have improved their employee retention and recruitment. |
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Performance Maintenance: Performance maintenance is a three-part process that involves performance management, recognition, and discipline. When utilized as part of a model framework, it incorporates the full spectrum of performance dimensions and ensures that managers have all the tools necessary to create good performance and sustain it over the long term. Performance maintenance acknowledges a Bell Curve-like range of performance where there is always a group of exceptional employees in the top 10 - 20% of their peers who do better than expected, and a bottom 10 - 20% who do not perform as expected. The larger group in the middle is where supervision has its biggest impact, managing good performance day-to-day. This range provides a compelling argument that managers need different tools to work with high, low and average performers. |
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Managing Employee Performance Through the Down Cycle: Performance management systems, when put on-line, provide at least three powerful tools for CEOs managing through a downturn: better decisions; more maneuverability; and tighter control. It’s not surprising that employee performance management software would be important in a downturn. A 2006 study by CedarCrestone showed that companies who use performance management software have higher operating income growth. Anything that can positively affect income is a coveted advantage in a downturn. |
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The Keys to the Boardroom: Learn how leading mid-market organizations have quickly and easily implemented employee performance and talent management systems and realized a return on investment by tying HR programs to business objectives. See how their HR departments were able to break free of administrative shackles and take on an active role in driving organizational strategy and shaping organizational culture. |
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Accountability - Effective Managers Go First! From his book Strategy and the Fat Smoker, David Maister discusses how employee feedback systems, from multi rater evaluations to face to face feedback, help “managers go first” in becoming accountable for their performance, development and success. The rewards for implementing these systems are significant because as managers improve, so does the firm as a whole. |
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Transforming Employee Performance Management: This IDC study investigates how O’Sullivan Creel, LLP leveraged an off-the-shelf employee performance management solution from Halogen Software to improve the speed and quality of its employee appraisal process, centralize the results to enable tracking and reporting, and launch a training and development program to provide an improved learning environment for its employees. The study provides insight into the key drivers that led O’Sullivan Creel to pursue an employee performance management solution, the decision criteria used for choosing Halogen, and the key findings from the implementation. |
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Selecting the Right Deployment Option for Employee Performance and Talent Management Systems This white paper is designed for organizations that are considering employee performance and talent management software either as a hosted service (On-Demand) or installed on their own premises (On- Premise). This document also will be useful to companies that have outgrown their On-Demand offering and want explore an On-Premise solution, or vice versa. It addresses issues that should be discussed with the company’s IT department and outlines a decision-making framework to help companies decide which delivery option suits them best. |
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The Integration of Performance Management and Corporate Learning and Development Almost three years ago, we started writing about the trend toward the integration of learning and performance management systems. Today, with organizations heavily focused on the implementation of performance management systems and the entry of learning management systems vendors into the performance management market, this topic has become more urgent than ever. Our 2008 Corporate Learning Factbook research just identified that more than 25 percent of corporate learning and development (L&D) managers now rate integration with performance management as one of their top two priorities. |
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Making Multi-rater Feedback Work in Professional Services Firms This paper covers the three big choices professional services firms need to make when choosing to use multi-rater feedback in their organization. Questions like – do you use multi-rater feedback only for developmental feedback or do you also have it affect someone’s performance appraisal and hence their compensation and career advancement opportunities? |
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Why Employee Performance Management Matters to CEOs Employee performance metrics are becoming so important that Industry Analysts predict they will become part of Wall Street critiques and corporate annual reports. This report covers the CEO’s main areas of concern and how employee performance management done right – can help their organizations perform better. |
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A Practical Approach to Aligning and Managing Employee Goals Organizations today realize that, in order to maximize workforce productivity and drive greater results, they must effectively align their people with overall business strategy. This white paper outlines a practical approach to making this work in your organization. |
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Creating a Better Employee Performance Management System Good performance management cannot be reduced to a "magical form," but instead is a process that provides feedback, accountability, and documentation for performance outcomes. It also helps employees to channel their talents toward organizational goals. This paper talks about 4 key areas of Employee Performance Management for your company to focus on. |
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10 Key Steps to Effective Succession Planning This white paper provides a starting point to help decision-makers and HR practitioners alike contemplate the ins and outs of a practical succession planning program. |
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Employee Performance Management: This paper outlines how to source and implement a Employee Performance Management system that is right for your organization. |
