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Healthcare Reform – It’s Official (Right?)!
The ink is dry and it is official, healthcare reform is law. Now that the historic moment has passed and the cheers and jeers have died down a bit what does this all mean? From the nightly news we have heard the many senators and states declare that the battle is not over, and we know that whole process called reconciliation still needs to happen, but what do we need to start thinking about (and doing) today?
PermalinkDon't Expect an Increase or Incentive Award this Year
Hubris, or some other human instinct in each of us, says that in years of growth, we should expect our total compensation to go up. That may be in the form of a salary increase or in the form of an incentive award, or both. It should go without saying that after 2009, we should not be holding our collective breaths for a salary increase this spring. That would cause confusion, bitter feelings, not to mention that lots of people will pass out.
Einstein had it Right – Performance is Relative
Albert Einstein was a pretty smart guy. The former patent clerk turned physicist turned our world upside down when he determined that speed is relative, depending upon the point of view of the observer.
The Shifting Sands of Performance Management Success
Historically, with every New Year, I’ve started my blog with a series of sweeping predictions. It’s an approach that always seemed logical – out with the old, in with the new. And it did make sense until this past year – 2009 – the year when everything that we previously knew to be true, no longer held credence.
Common Compensation Errors - Workscape CEO Tim Clifford
[On May 27th, J.P. Donlon, the Editor-in-Chief of Chief Executive Magazine, interviewed Workscape CEO Tim Clifford in a live video webcast to a pre-selected audience. This video is one of a collection of excerpts made available on YouTube.]
In this clip, Workscape CEO Tim Clifford shares his views on common compensation errors and how “getting it right” can have a great impact on keeping your top performers focused and engaged. Tim encourages managers to step away from the all-too-common “peanut butter approach,” whereby rewards are spread evenly across the organization with high performers receiving only a slightly greater share than their peers. The “peanut butter approach” is easier because it avoids the difficult decisions of who to truly reward, but without differentiating pay it’s very difficult to create a top performing culture.
