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You may have missed IOMA's recent Differentiating High/Low Performers audio conference, but you can still benefit from the presentation—with a live CD recording.
Learn on your own schedule, at your own pace...in the location of your choice.
Order your CD today
Best-selling audio conference CD with conference handout now available!
If you are not expanding the differentiation in pay between high and low performers you are most likely:
spending more than you should be on merit pay,
lowering the overall effectiveness and productivity of your workforce, and
over-recognizing low performers and under-recognizing high performers.
But how do you define top performer, and how do you communicate little or no increase to the low performers? Ratchet up your focus on this critical compensation issue now—and be ready to implement it successfully in your next round of merit pay increases.
Companies that utilize best practices in differentiating pay between high and low performers consistently say—by more than two to one—that it is the most effective way to control compensation costs.
Using pay-for-performance, the next most effective, while related is just one of a variety approaches used to differentiate high/low performers. Even more profound is the effect that greater differentiation of pay has on your firm's productivity.
The biggest questions surrounding an effective company-wide differentiation of high/low performers include how define top performance or contribution to the company, weak kneed managers, how to send a strong message when communicating little or no pay increase, what is exceptional vs. above average, what are typical spreads between high and low performers, how do you build a lasting talent management plan into the process, and how do you hold the line on the top performers?
Don't get trapped into simply resorting to reducing the overall size of merit pay increase budgets. Listen in to our panel of in-the-trenches experts and learn the secrets to differentiating pay, including how to:
Be proactive in educating managers on ways to create pay differentials between low and high performers
Define top performer
Convince managers to increase the distribution of merit increases to reward top performers
Determine who gets raises and who does not
Use greater differentiation in pay to hold down costs of merit pay increases
Incorporate talent planning into the process to increase differentiation
Communicate low or no increase to low performers
Recognize exceptional performers vs. above average
Define an employee's contribution to the success of the company
What are typical spreads between high and low performers?
Hold the line on offering increases to the high performers
Send a strong message to under-performers with reduced or no merit increase
Design a performance management system to track and enforce high/low differentiation
The recording of this entire audio conference, on CD, is available here—to revisit on your own, or share with colleagues and associates. Your purchase includes the original presentation handout—PLUS the extended Q&A with our speakers. What are you waiting for? ORDER NOW!
FEATURED FACULTY: Patricia K. Zingheim
J ay. R. Schuster
Five easy ways to order
CLICK: ORDER NOW CALL: 1-800-401-5937 ext.2 and ask for order code 8C04R FAX this form to: 973-622-0595MAIL: IOMA, 1 Washington Park, Ste. 1300, Newark, NJ 07102-3130EMAIL: subserve@ioma.com
YES! Rush me
copy(ies) of IOMA's Differentiating High/Low Performers—Making the Tough Decisions for 2009 audio conference recording for $275 each. (Order Code 8C04R)
*CD orders: $19.95 shipping/handling. Orders shipped to CA, MD, NY and NJ will be charged applicable state and local sales tax. Canadian orders must pay VAT/GST taxes upon receipt of product. Orders outside US and Canada, add $50US additional shipping.
My check for $
, made payable to IOMA, is enclosed.
Charge $
to my:
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AmEx
Card number:
Expiration Date:
Name on card:
Bill me. (CD will ship on receipt of payment.)
Name:
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*Address:
*Phone:
*Fax:
*Email:
Please forward without cutting. Thank you very much.
The preceding is an e-mail advertisement.
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You may have missed IOMA's recent Differentiating High/Low Performers audio conference, but you can still benefit from the presentation—with a live CD recording.
Learn on your own schedule, at your own pace...in the location of your choice.
Order your CD today!
Best-selling audio conference CD with conference handout now available!
Differentiating High/Low Performers—
If you are not expanding the differentiation in pay between high and low performers you are most likely:
spending more than you should be on merit pay,
lowering the overall effectiveness and productivity of your workforce, and
over-recognizing low performers and under-recognizing high performers.
But how do you define top performer, and how do you communicate little or no increase to the low performers? Ratchet up your focus on this critical compensation issue now—and be ready to implement it successfully in your next round of merit pay increases.
Companies that utilize best practices in differentiating pay between high and low performers consistently say—by more than two to one—that it is the most effective way to control compensation costs.
Using pay-for-performance, the next most effective, while related is just one of a variety approaches used to differentiate high/low performers. Even more profound is the effect that greater differentiation of pay has on your firm's productivity.
The biggest questions surrounding an effective company-wide differentiation of high/low performers include how define top performance or contribution to the company, weak kneed managers, how to send a strong message when communicating little or no pay increase, what is exceptional vs. above average, what are typical spreads between high and low performers, how do you build a lasting talent management plan into the process, and how do you hold the line on the top performers?
Don't get trapped into simply resorting to reducing the overall size of merit pay increase budgets. Listen in to our panel of in-the-trenches experts and learn the secrets to differentiating pay, including how to:
Be proactive in educating managers on ways to create pay differentials between low and high performers
Define top performer
Convince managers to increase the distribution of merit increases to reward top performers
Determine who gets raises and who does not
Use greater differentiation in pay to hold down costs of merit pay increases
Incorporate talent planning into the process to increase differentiation
Communicate low or no increase to low performers
Recognize exceptional performers vs. above average
Define an employee's contribution to the success of the company
What are typical spreads between high and low performers?
Hold the line on offering increases to the high performers
Send a strong message to under-performers with reduced or no merit increase
Design a performance management system to track and enforce high/low differentiation
The recording of this entire audio conference, on CD, is available here—to revisit on your own, or share with colleagues and associates. Your purchase includes the original presentation handout—PLUS the extended Q&A with our speakers. What are you waiting for? ORDER NOW!
FEATURED FACULTY:
Jay. R. Schuster
Order now for just $275!
Five easy ways to order
CLICK: ORDER NOW
CALL: 1-800-401-5937 ext.2 and ask for order code 8C04R
FAX this form to: 973-622-0595
MAIL: IOMA, 1 Washington Park, Ste. 1300, Newark, NJ 07102-3130
EMAIL: subserve@ioma.com
YES! Rush me
copy(ies) of IOMA's Differentiating High/Low Performers—Making the Tough Decisions for 2009 audio conference recording for $275 each. (Order Code 8C04R)
*CD orders: $19.95 shipping/handling. Orders shipped to CA, MD, NY and NJ will be charged applicable state and local sales tax. Canadian orders must pay VAT/GST taxes upon receipt of product. Orders outside US and Canada, add $50US additional shipping.
My check for $
, made payable to IOMA, is enclosed.
Charge $
to my:
VISA
MasterCard
AmEx
Card number:
Expiration Date:
Name on card:
Bill me. (CD will ship on receipt of payment.)
Name:
Title:
Company:
*Address:
*Phone:
*Fax:
*Email:
Please forward without cutting. Thank you very much.
The preceding is an e-mail advertisement.
This advertisement has been sent to you by:
Institute of Management & Administration, Inc. (IOMA)
Click here to unsubscribe.
