Advances in technology continue to change at lightning speed, strengthening HR departments with tremendous power and reach.
In this complex business environment, the demand to incorporate workforce management tools designed to drive a business' success has never been greater. Choosing the right HR technology solution and leveraging it effectively requires a well-thought out strategy to ensure an overall return on your investment.
Written by leading experts and respected industry analysts on the Best Practices in HR Technology, they provide new insight and in-depth commentary focused on driving results for long-term sustainability.
Learn how HR technology can improve operational efficiency—a prerequisite for long-term success—and streamline critical enterprise functions to deliver real business results. This Best Practices White Paper provides tangible examples of organizations already using innovative HR technology systems and services to leverage your company's most valuable resource—its top workforce—to help your organization stay one step ahead.
Please fill out the information below for a copy of the Best Practices in HR Technology white paper today! It's FREE; all you have to do is register.
Best Practices in HR Technology
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Daily Q&A
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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