We want to separate two processes: performance management with a focus on developing people, and merit raises based on an employee’s contributions to our business success. How do I proceed? And what are the benefits of doing so?
—New and Improved, nonprofit, Grand Rapids, Michigan
How can we think more broadly about the link between our employees and providing rewards and recognition?
—Giving the Gift, publishing, Chicago
My company wants to start an employee stock ownership plan, or ESOP, that defines a vesting year as being an actively employed participant on Dec. 31 of that year and you credited with at least 1,000 hours of employment. Should this include regular hours, overtime hours, and PTO hours? What else might we need to consider?
— ESOP Fable, financial/insurance/real estate, Des Moines, Iowa
In our recent employee opinion survey, staff in the finance department identified rewards, recognition and career advancement as their top three concerns. Which area should we focus on improving first?
— Priority Setter, Utilities, South Carolina