As workforce professionals explore strategies for finding and retaining top talent there is much to consider. How do you take advantage of social communities to create an engaged and ever-present pool of candidates? Is there advantage in finding contract employees to fill open vacancies? Once you bring someone onboard, what is the best way to evaluate their potential and identify development opportunities?
Workforce Management's
Leading the Way in Talent Management features three articles:
- Bridging the Gap: Companies Discover the Strategic Value of a Contingent Workforce. Learn how companies are finding opportunity and advantage in hiring contract workers.
- An Assessment Strategy That Delivers More, Requires Less. Does your organization deal with “assessment overkill”? Explore how a comprehensive assessment strategy where employees are assessed only once using a standard inventory of questions will help determine their full range of personality and values.
- Talent Communities: How to Create Them, What They Can Do For You. Today's social and interconnected world is changing the way companies find talent. Read the three key steps to deploying a “talent community” strategy.
Download Leading the Way in Talent Management today!
Leading the Way in Talent Management
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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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