When rewards and incentives become part of your culture and brand, your organization can fully leverage these tools for optimal talent management. Learn how organizations are re-thinking both the concept and practice of reward and recognition to connect your talent with goals that matter to them and your organization’s business strategies. 

Our Nov 13 webcast  ”Money Can’t Buy Love, But Rewards & Incentives Can” will explore these ideas…we hope you’ll engage in a lively post-webcast dialog with presenter Paula Godar and share your insights, experiences and questions below…

HCI members ask: 

Do rewards and recognition always have to work together?   What are examples of when one might be effective without the other?

How might organizations find out which of the six motivations would work for individuals in their company?   Is a menu a feasible approach to customizing R&R on an individual basis?

In a stressed economy, does cash have more impact than non-cash rewards?

Since the presenter’s research shows that non-cash rewards have an emotional connotation and meaning, might they be better suited to initiatives to encourage creativity and innovation?  And…isn’t that what companies will need most in a stressed economy?

How might organizations connect their investment in rewards and recognition to business results?

Do the Millenials think the financial melt-down affects them?  Here’s an interesting perspective in Newsweek Business… How do companies help their talent focus on what will help the organization most in times of economic uncertainty?   

In times of economic uncertainty, there may be a natural tendency for HR to regress to “safe ground” (an admin focus); what are the opportunities to provide the business with high impact strategic insight, recommendations, and action? Join us for the webcast and post-webcast discussion to share your thoughts and learn from new Towers Perrin research presented by Max Caldwell and Ken Oehler.  Their research  points out that in uncertain economic times the smart companies are focusing on growth while containing costs.    

Don’t let the outcome of economic uncertainty be a gamble…meet the challenge with an effective workforce. 

Thinking diversity (the different ways people think) creates an environment that realizes “maximum value,” in individuals and teams.   Not surprisingly managers are a catalyst to encourage thinking diversity, often leading to break-through innovation.    If you’re a manager of a team or a member of a team with diverse perspectives, we hope you’ll weigh in on our webcast and participate in this post-webcast blog discussion with our presenter Nick Pothecary.

HCI member asks: What are 2-3 things a manager can do to boost the thinking diversity in their teams?

When I was a kid, my big sister had an autograph book in which a friend wrote: “Pam, Pam sitting on a fence trying to make a dollor oout of 99 cents.”  Well, companies, too, are trying to get more for their money these days, in terms of a smart spend in talent management.  The science of talent management, drawing from sound research, can position your company to be amongst the best in class for total compensation ROI.

What do you see in your organization as the challenges to effective total compensation?  

Is it parity across business units?  Time required to design and keep plans fresh?  System to award bonuses?  Look forward to your postings and related thoughts below…