With four generations working side-by-side in the workplace, age diversity is a complicated matter. Addressing these evolving and complex problems—while balancing the needs of today’s workforce with those of tomorrow’s workforce—requires organizations to stay one step ahead.
Regardless of company size or industry, aligning your organization’s competencies to overall strategic goals means preparing and leveraging the right bench talent for the future. Successful succession planning focuses on the imminent need to identify, assess and develop talent to ensure continuity of leadership at all levels in the organization.
Do you have the latest information you need to prepare your organization for future success?
With proven strategies, fresh insight and in-depth commentary from today’s leading experts, download our Best Practices in Succession Planning white paper to learn more.
What can you do today to effectively identify and monitor various talent pools within your organization to match the future needs of the business with the bench strength of available talent focused on results and long-term sustainability?
Best Practices in Succession Planning
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Connecting Rewards to Performance
I am currently trying to revamp our organization's performance management process to a more formal one that is aligned with company strategy and goals. I am basically starting from scratch with job descriptions, new evaluations and performance measures. My question is, how do I get the executives to see the importance of the connection between rewards and performance? Currently, they do not want to commit to traditional merit increases that would be tied to the performance review, but would rather provide a cost-of-living increase and then provide a bonus at the end of the year. The issue is that when they did this last year, people were very disgruntled with the fact that they didn’t get raises and I was frustrated because the reward that was received wasn’t tied to any performance measurement—it was truly discretionary.
——I Hate Discretion, director of human resources, construction, Rockville, Maryland
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