Employers work hard to set up reward systems to hire, engage, reward and retain the best and brightest employees. However, such systems often have the effect of doing just the opposite.
Performance management systems installed to support the rewards system don’t link to the rewards system and or even if in theory they do, are not communicated to the employees as such and so rewards become misaligned. Many employers find to their horror that through mismanaging of rewards they have wound up rewarding mediocrity, and even retaining “occupants.” Even worse is such reward going to low performing employees instead of the intended high performing employees. Exacerbating the problem is that such a system demotivates higher performing employees. Lastly, upon trying to change the system, leaders and even high performing employees become viewed as threats to long-term mediocre employees who will go to great lengths to derail any changes and sadly are often successful.
Why You Should Attend:
Are you as an employer rewarding mediocrity? Do you get pushback from low performers when you try to reward high performance? Is “goal” a four-letter word in your organization? Are you rewarding what someone should already be bringing to his or her job? Are you spending too much time dealing with the wrong things than paying attention to the right things? Because what you notice, praise, reward and pay attention to happens. Teamwork is good but good teamwork looks much different from a few propping up the many. Are you pulling down your high performers by making your eagles attempt to soar dragging turkeys?
This webinar covers the processes, pitfalls and perils to linking rewards, goals, people, and leaders together with reward and performance systems without causing organizational havoc.
- Rewards – Their role in employment
- The Dirty Dozen of linking rewards and pay to performance- you have to do them
- The Foundation of Disaster – How five things cause 90% of your people problems
- Managing non-compensable rewards
- Rewarding mediocrity – 12 things NOT to do
- Six crucial attributes for managers that used to be “nice to have” but are now “critical to have”
- When is training merely akin to putting lipstick on a pig and when it is a good solution
- The Occupancy Manager – Keeping them from spreading dysfunction
- Four crucial management tools – How and when to use each one
- Using goal based compensation to reward performance – not mediocrity OR occupancy
- Won’t we be sued? – How to use rewards as what they are, rewards, without causing compliance problems.
- HR Associates
- HR Managers and Generalists
- Employee Relations Managers
- Plant Managers
- Business owners.