An organization’s workforce is potentially its most valuable asset. But this statement is only true if the workforce is made up of the right people, with the right knowledge/skills and the right motivation. In addition, it must be managed effectively; this is where the human capital strategy comes in. It provides a framework for staffing … Continue reading Aligning Human Capital Strategy With Organizational Strategy
Rewarding Performance in Public Sector Organizations
The dynamic economy of the last decade has presented significant revenue challenges for public sector organizations. Their workforce costs for current employees are largely fixed and significant liabilities are accruing for items such as pension programs and retiree health guarantees. Declining revenues during economic downturns have caused them to attempt to reduce headcount while maintaining … Continue reading Rewarding Performance in Public Sector Organizations
Evidence-Based Human Resource Management
Practitioner: “That may work in theory, but will it work in practice?” Researcher: “That may have worked in practice, but will it work in theory?” Bystander: “Shouldn’t it work in both?” The turnover rate among critical skill personnel is unacceptably high and the HR Director believes it is due to pay levels that are not … Continue reading Evidence-Based Human Resource Management
Executive Compensation: Programs That Should Be Avoided
There are programs that do not stand up under scrutiny and that will breed suspicion that the playing field has been tilted in favor of executives. These “third rail” programs should be avoided. They can be recognized by their characteristics: High Upside Potential; No Downside Risk: Adverse reaction is inevitable when certain types of programs … Continue reading Executive Compensation: Programs That Should Be Avoided
Building Social & Intellectual Capital: HR’s Contribution to Organizational Effectiveness
Is an organization's social and intellectual capital the most potent source of sustainable competitive advantage? Some of the most effective tools for leveraging social and intellectual capital to produce maximum impact on organizational performance are: management of culture organizational design staffing strategy development strategy performance management strategy rewards strategy Human Resources should take the lead … Continue reading Building Social & Intellectual Capital: HR’s Contribution to Organizational Effectiveness
Workforce Planning
“Planning is like rain dancing…it has no effect on rainfall…but it makes the dancers feel better” Despite the uncertainties about whether there will be a shortage of workers in the near future and its magnitude, it is not wise to assume the organization will be able to deal with whatever happens. There have been shortages … Continue reading Workforce Planning
Reward Strategies for M&As + Internal Start-Ups
There are situations when an organization wishes to spin off a portion of itself into a stand-alone entity. The new entity can be completely separate or can remain a part of the parent but allowed to operate independently. When the newly created entity was a part of a larger organization there will likely be pressure … Continue reading Reward Strategies for M&As + Internal Start-Ups
Survival Guide For HR: Executive Compensation
Given the potential pitfalls associated with executive compensation how can HR do its job in a manner that protects the organization’s interests? Certainly not by avoiding direct involvement in executive compensation, leaving it to the Board. Quite simply, HR must listen to, understand and consider the perspectives of all constituencies and reconcile them by ensuring … Continue reading Survival Guide For HR: Executive Compensation
Managing Internally vs. Outsourcing
Managing human resources internally has advantage and disadvantages. So does outsourcing human resource decisions and processes. Let's look at the pluses and minuses of both approaches: Managing Internally Advantages Staff dedicated full-time to organization Staff familiar with culture/context Easier to control staffing levels and expertise Tends to be less expensive HR agenda can be controlled/ … Continue reading Managing Internally vs. Outsourcing
Competitive Posture: Critical Element of a Reward Strategy
How an organization positions its pay structure and pay rates relative to prevailing market levels is a critical element of its rewards strategy. “We pay at market.” “We pay at the 75th percentile.” "We pay above market for critical skills and at market for others.” These three expressions of competitive posture relative to market are … Continue reading Competitive Posture: Critical Element of a Reward Strategy
Robert J. Greene | Reward $ystems, Inc. 