As salaries slowly stabilize, employers are still seeking creative methods for rewarding employees. Noncash compensation and variable pay programs are on the rise and may be part of a new model for attracting and retaining employees.Read More
The shop moved the application process onto Twitter to demonstrate that it’s thinking about the marketing world through a digital and social media lens, the agency said.Read More
In the book Drive: The Surprising Truth About What Motivates Us , author Daniel H. Pink asserts that financial rewards motivate people only when tasks are routine.Read More
Children's Hospital of Orange County in California rolls out another in a long line of initiatives to change employee culture. Will persistence pay off this time around?Read More
With budgets remaining tight, more employers are focusing on nonfinancial rewards and customizing recognition at the local level to motivate and retain top performers.Read More
Companies with operations scattered around the world believe centralized reward plans reach more people and their value can be assessed more easily. Multinationals also reap financial benefits from a global approach, says one executive.Read More
Our IT product development company mostly serves large financial institutions. Although we have best practices in place for performance management and training, we continue to lose top-notch employees to some of these same companies that also are our clients. I’d like to know what combination of cash-based and noncash retention tools we could set up to help reverse the trend.Read More
What incentive plan elements do you recommend for an in-house recruiter? We are in the health care industry and want to provide incentives for the recruitment of clinical professionals, such as physicians and dentists. We are considering an incentive plan for our in-house recruiters to help achieve this goal. Is this a good idea, and, if so, what incentives should we consider offering?
When requested, employers must consider making reasonable accommodations for an employee to observe religious beliefs, unless the accommodation would cause the employer to suffer an undue hardship.Read More
I manage recognition across an employee population that spans multiple generations—some employees have more tenure with our company than other workers have been living. How do I convince top management that one size does not fit all when budgeting recognition dollars for programs, especially since these different employee groups sometimes have vastly different needs and expectations? What data are there to help me make a persuasive business case?