Overview:
Typically, it is the responsibility of the professionals in Human Resources (HR) to recommend and often control compensation, bonuses and other rewards and recognitions available to management.
It is management's responsibility to determine what they wish to reward, how often, and whether or not the decisions they've made regarding these extra monetary compensations and/or perquisites are achieving the goals they wish to achieve.
The information that follows applies to human resources personnel and management at all levels. Rewards and recognitions are the responsibility of all involved in the management and development of employees.
My belief is that one size does not fit all and in order to achieve the desired outcomes, both task responsibilities and individual differences must be taken into account
Why you should Attend:
There are many factors that determine an organization's policy around compensation, benefits, rewards and recognitions.
Perhaps the very first decision that needs to be made is one of the basic values of the company. Is it going to be a company based on seniority and security or one based on merit - or some combination of the two?
Government agencies and union controlled organizations usually make the major decisions of compensation around classification, seniority and security. So too do many organizations in the corporate world.
Smaller businesses tend to compensate based more on a belief of the value of the work performed - outcomes and merit. Some large organizations also create compensation and rewards based on merit.
It's much easier to make monetary decisions based on some external factors, such as the average compensation offered for the same job-title in other organizations, or the number of years someone has worked for the company.
Areas Covered in the Session:
Who Will Benefit:
Typically, it is the responsibility of the professionals in Human Resources (HR) to recommend and often control compensation, bonuses and other rewards and recognitions available to management.
It is management's responsibility to determine what they wish to reward, how often, and whether or not the decisions they've made regarding these extra monetary compensations and/or perquisites are achieving the goals they wish to achieve.
The information that follows applies to human resources personnel and management at all levels. Rewards and recognitions are the responsibility of all involved in the management and development of employees.
My belief is that one size does not fit all and in order to achieve the desired outcomes, both task responsibilities and individual differences must be taken into account
Why you should Attend:
There are many factors that determine an organization's policy around compensation, benefits, rewards and recognitions.
Perhaps the very first decision that needs to be made is one of the basic values of the company. Is it going to be a company based on seniority and security or one based on merit - or some combination of the two?
Government agencies and union controlled organizations usually make the major decisions of compensation around classification, seniority and security. So too do many organizations in the corporate world.
Smaller businesses tend to compensate based more on a belief of the value of the work performed - outcomes and merit. Some large organizations also create compensation and rewards based on merit.
It's much easier to make monetary decisions based on some external factors, such as the average compensation offered for the same job-title in other organizations, or the number of years someone has worked for the company.
Areas Covered in the Session:
- Information about cultural differences in accepting rewards and recognitions
- Cognitive differences, differences in needs such as security vs. merit
- Types of rewards and recognitions beyond money
- What to reward and why
- How to effectively evaluate performance
- The way to determine what works and what doesn’t
- Lots of examples both good and bad.
Who Will Benefit:
- Management at all levels
Speaker
Dr. ArLyne Diamond, Ph.D. is an internationally recognized Leadership, Management, Professional Development, and Organizational Development (O-D) consultant specializing in people and processes in the workplace. Multifaceted, Dr. Diamond has extensive experience in a wide range of disciplines (business, education, management, marketing, business ownership, psychology - and some economics and law as well). This enables her to see things from a variety of angles and to cleave to the essence of a problem quickly, offering her clients creative and practical solutions.As the President and Founder of her consulting firm, Diamond Associates, which was established in 1981, Dr. Diamond's clients range from boards of directors and upper management to support staff in many industries, both public and private. This includes small business and professional practices, corporations, associations, service/charity organizations and government agencies (including police and fire). She works with individuals, teams and large groups. Dr. Diamond trains Boards of Directors and teaches several courses to board members and those striving for board appointments.
She is well known for her skill in large and small group process, including workshops in strategic planning, change management, conflict resolution, system streamlining, communication, management of people and projects, as well as board of directors development, committee and team training.
