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Employee retention rates
Read the Gartner report. So beyond paying for their performance, why don't we think more about paying to retain them for their competence?
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Special needs sometimes dictate pay in relation to expected performance. Veronica Serrano suggests that this occurs when "extraordinary performance or major business change is required. As Ellis Baxter put it, "… sanity is paying for what you want to have done….
The perverse effects of pay for performance were also targeted. Sylvia Lee pointed out that "we want knowledge sharing but reward knowledge hoarding. The company's goals are the opposite.
Employee retention: 8 strategies for retaining top talent
Ira Kay and Steven Van Putten report, based on extensive data, that they have found a correlation between executive pay and long-term total returns to shareholders. But CEO pay increased substantially even in low-performing firms in their study. Their book represents a useful effort to shed light on the issue. But is there another subject as important as this one about which we assume so much and know so little? How do you explain this?
The Performance Management Revolution
What do you think? To read more: Ira T. Two news items caught my eye recently. It's hard to tell how much of the investor-friendlier tone was created by the fact that Blake is earning about 70 percent less in base pay than Nardelli, totally aside from the fact that the latter also took home a nine-figure package in incentives.
Home Depot's stock has had lackluster performance under both CEOs. But there are those who say that Nardelli's task of leading a transition from a highly decentralized, founder-led organization to one more reliant on shared services and central direction was enormous and that he was making good progress.
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By Susan M. Communicates company objectives : Merit pay sends a powerful message about how you want to see employees perform and what you want to see them contribute. It confirms what you most value from employees. Merit pay also provides a vehicle for an employer to recognize individual performance on a one-time basis.
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This is useful for rewarding employees who may have participated in a one-time project.