Recent Rewards and Recognition Business White Papers, Webcasts and Case Studies - BNET.com

Recent Rewards and Recognition Business White Papers, Webcasts and Case Studi...
Recent Rewards and Recognition Business White Papers, Webcasts and Case Studies | BNET

Moving Beyond the Employee Lifecycle: Talent Solutions for a New Workplace
Thanks to globalization and technology, employees are able to move in many directions — laterally as well as vertically — and select from among a variety of work options. And with employees increasingly able to work from anywhere in the world, the traditional idea of the workplace is becoming obsolete. Going forward in these challenging economic times, companies will need to create a difficult balance — retaining their best performers and attracting new people to replace their retiring baby boomers while keeping costs down. This isn't something that can just be handed off to human resources (HR); effective talent strategy is also good business strategy.
Retention Strategies During Difficult Economic Conditions Survey Report
Many companies are facing particular challenges retaining their valued employees. These companies are searching for ways to help their employees feel valued and motivated while still adhering to their existing compensation philosophies and principles. Deloitte Consulting LLP's survey was designed to capture ways companies are approaching this problem.
Deloitte 2008 Top Five Total Rewards Priorities Survey: Human Capital Employe...
The 14th annual "Top Five Total Rewards Priorities Survey," sponsored jointly by Deloitte Consulting LLP and the International Society of Certified Employee Benefit Specialists (ISCEBS), points to increasingly sophisticated efforts to harness the potential of total rewards programs to help drive organizational strategy and goals. Employers are also accelerating recent efforts to equip and motivate employees by customizing total rewards packages to meet their individual needs.
Striding Toward A Successful Performance Appraisal Exercise
One of the most difficult internal processes that HR has to face every year, once or twice, is employee appraisal. The appraisal process in an organization requires lots of resources (both financial and manpower). On other hand, it also offers organizations an excellent opportunity to analyze the strengths and weaknesses of the organization. While a well-planned appraisal can provide lots of inputs on re-aligning your organization and boost your profitability, a poorly-planned appraisal can cause frustration among employees. This paper describes in brief a sample step-by-step process for planning, executing and getting results from a performance appraisal exercise.
Increasing The Value Of Performance Appraisals
Performance appraisals are supposed to provide feedback on results - what worked and what did not, to motivate employees to engage in the right behaviors to perform better, to provide development opportunities to perform better the next time, to distinguish the top performers from the poor ones, provide the framework for termination decisions based on poor performance, to foster communications between the manager and employee and to set expectations for the job. In reality, however, we often find the opposite. Performance appraisals often get a bad wrap because the review cycle typically occurs only once a year and is backward-looking. They tend to focus the end results without focusing on the means to get there and how to move forward.
Taking Aim At Performance Appraisals
Spurred by changing workforce demographics and emerging technologies, talent managers are re-examining performance management processes. Some organizations are ditching the competitive performance appraisal and targeting coaching and development in order to hit the high-performance bulls-eye. In most organizations, the primary focus of performance management is to fairly rate employees based on their performance and potential, and then to use this information to implement consistent and equitable compensation. This assessment is done through the performance appraisal process.
Becoming A Talent Magnet: How To Attract And Retain Great Employees
Talent magnet organizations attract and retain great employees because they satisfy the key human needs that influence performance and loyalty. They satisfy these needs by the way they are lead and managed. This paper identifies several core human needs which affect how people feel about a company, and how Talent magnet organizations address these.
Complimenting Supplier's Employee
Use this template to give compliments to the supplier's employee who has done great efforts even in the unfavourable circumstances.
Press Release: Employee Achievement Outside Firm
Use this template to announce and declare the awards achieved by your employee from any out side firm, agency or organization.
Announcement Of Employee Award
Use this template to announce the award to the employee for his excellent performance.
Notify Employee Of Appreciation For Dedication And Extra-Curricular Involvement
Use this template to notify an employee for his exceptional contribution to your company and also to appreciate his/her involvement in extra-curricular activities.
Staff Bonus Policy
Use this template to inform the employee about the staff bonus policy of the organization including the criteria, eligibility etc.
Notify Employee Of Raise
Use this template to inform the customer about his/her salary has been raised.
Request For Raise
This is a template which can be used by an employee while writing a formal letter to the organization he is working with, requesting for the raise in salary and wages by mentioning the achievements, performance, efforts, skills, etc. over a period of time.
Guide To Retaining Your Top Talent: Linking Goals, Measurement, And Rewards T...
Motivating, rewarding, and retaining top performers is a key business objective for any business that seeks to successfully maintain or exceed growth expectations. The challenge lies in effectively aligning employee goals with organizational objectives, automating performance appraisal processes, and linking them with complex compensation policies or time-based incentive plans at an enterprise level. Best-in-class organizations focus on performance-driven rewards systems that compensate individual contributors directly proportionate to what they achieve and what they can contribute to the bottom-line.

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