Workscape’s flexible, configurable solutions support multiple languages, currencies, and regional differences in compensation, performance, and manager self-service to meet the dynamic needs of global organizations.

This study was conducted by the Human Capital Institute and Workscape in February 2009. It is based on a survey of 308 HCI members, more than half of whom are human capital and human resources managers, directors and executives. This study was co ‐ developed and underwritten by Workscape .

The average 25- to 34-year-old employee stays with a company for approximately three years, according to a 2010 report by the U.S. Department of Labor, and those younger won’t stay even that long. How do you, as an HR professional, build a program that will retain these valuable members of your team? Balancing compensation, career opportunities and goals is a winning recipe for keeping your best and brightest.

This webinar covers best practices for:

• Setting and communicating goals to keep employees engaged.
• Using limited compensation budgets to promote retention.
• Leveraging future career options to keep high performers.
• Supporting generational differences through shifting reward strategies.

You and your executive team may have a clear view of your total rewards program-- but if that view isn't being communicated effectively to your employees and recruits, you may be missing a valuable opportunity to attract, retain and develop your best employees.  Rewards in 2010 means a lot more than just base and bonus-- and this webcast will show you how to create a proposition that reflects where your organization stands on a total compensation plan.  We'll discuss how it should be drafted to include all aspects of the plan, how it can be best communicated to employees, and what you can do to make it a strategic marketing tool for potential hires.

You must be a member of Human Captial Institute to view this recording. 

This 60-minute webcast will help you to:

• Understand the relationship between employee engagement, individual performance, workforce retention and corporate performance;
• Create and sustain the relationship between these elements;
• Learn the three key drivers of employee engagement, and;
• Create an environment where performance management is a 365-day-per-year exercise.

Every spring compensation professional say that the focal compensation planning period seemed more complex than last year.  Also, more comments back from managers and employees complained about the budgets, guidelines or the lack thereof.   Each year the planning period gets even more challenging for many organizations than in prior years, especially when the economic outlook battles with employee expectations.  This session will review the issues faced by leading companies across the globe in their compensation programs and the techniques that can be used to overcome them.

Topics include how to:

  - Manage global compensation programs while respecting local laws and customs
  - Deal with the differences between employee expectations and economic realities with regard to compensation
  - Leverage limited compensation budgets to drive engagement and retention
  - Battle last minute changes in compensation guidelines, decisions and budgets

When building a Pay-for-Performance culture, it is about more than process and systems. Success comes from also understanding the impact of the new culture on employee communication and manager behaviors. It is a journey and this webcast explores some of the common questions, challenges and triumphs related to building a pay-for-performance culture.

With 15+ years of experience in the HR arena, Jan Brockway will lead this online seminar on implementing performance management principles. This webcast will teach how to deploy a performance management system that cultivates true employee development in order to support organizational objectives. During this virtual seminar, participants will learn how to define what improvements they would like to drive and discover how to integrate those goals into an overall performance management system that generates results.

Share client engagement managers’ experiences implementing HR solutions for some of the most complex organizations in the world and discuss the mistakes some made, and the techniques used that drove not only successful projects, but long term benefits. 

Take this opportunity to hear the lessons learned over years of real-world technology implementations working with some of the most sophisticated HR teams in the world.

Learn the results of a new, nationwide study into total rewards trends for 2010 and beyond, and the impact of the new health care legislation.

The results offer insight into how the economic upswing is affecting compensation and benefits strategies of organizations large and small and across all industries. Hear the survey results and receive a free copy of the white paper and presentation slides.

Learn how companies responded to important questions about Total Rewards programs and trends for 2010/11.

Join Workscape for the second annual Look Back/Look Ahead webinar.  After conducting market research, having direct conversations with industry analysts and leading HR professionals and reviewing the news of the day; Moschetto and Mattson assess HR trends and events that occurred in 2009 and how they affected HR practitioners.  In addition, they will look into how the events of today and potential happenings in 2010 will drive change in the coming 12 months.  Join Workscape for a forward looking, interactive and entertaining session with these two industry thought leaders.  Moschetto and Mattson have been published in Talent Management Magazine, Workspan, The Compensation Handbook, HRO Today and EBPR.

An Ebriefing from HCI - for community members - this is a free membershp but you must sign up to view the ebriefing

Presented by: Jamie Resker, Boston University Corporate Education Center, Boston University

When asked how she gives employee feedback, Carol Bartz (CEO of Yahoo) had this answer: "I have the puppy theory. When the puppy pees on the carpet, you say something right then because you don't say six months later, "Remember that day, January 12th, when you peed on the carpet?" That doesn't make any sense. "This is what's on my mind. This is quick feedback." And then I'm on to the next thing." Especially important in this economic climate are the following questions: How does your organization manage feedback to employees? An annual review can be such a generalized view of a given employee's performance, with few concrete areas for improvement that relate back to specific areas of concern. How is your organization currently handling reviews? Does it seem outdated, or do both employees and leaders see meaningful gains following reviews? Join us for this webcast to examine how more regular communications and changes in process enable organizations to retain top performers, drive better performance and heal the grudges and grievances caused by the recession.

Learn about best practices that drive year-round performance management while improving communications between managers and their direct reports. Hear specific tips and real world examples. Get visibility into questions like: What are the keys to driving performance 365 days a year? How can you make it easy and part of your day, not an added task? How can you balance focus across the process, not just on the evaluation? What’s the best way to ensure the discussion is about more than the score/rating? What are the benefits of a 365 Performance Management process to you, your direct reports, and your organization?

Each year there are regular processes that employees and managers hate.  Performance reviews.  Compensation planning.  Setting goals.  Not only are these laborious, but what is the real value they are providing to the company and employees?  In this webinar, Robert Mattson, Senior Manager of Product Marketing details how and why to change annual HR-driven compensation and performance processes into employee embraced activities that are part of day-to-day life and enable better communication and engagement.  Using insights into recent economic history, real-life company examples and the results of hundreds of conversations with HR thought leaders, he will provide the tools and techniques to get more out of your compensation and performance processes.

Automating the compensation process is something that thousands of companies have accomplished and thousands more want to start. While the results are worth the effort, there are many hurdles that must be jumped to streamline your compensation process, implement change and turn the yearly challenge of compensation planning into a smooth and event-free process. Robert Mattson, Sr. Manager of Product Marketing, shares the lessons learned by Fortune 500 companies when they automated their compensation processes.

There are many reasons that Pay for Performance works and does not work in different cultures, locations, and professions. This session explores the basic tenets underlying the philosophy of Pay for Performance and asks the hard questions regarding how Pay for Performance can be leveraged in more circumstances and how challenges can be mitigated

Employee performance management can play a major role in determining the success or failure of any business endeavor, yet for many organizations, there’s room for improvement.

• 23% of organizations define and adjust employee goals dynamically throughout the year, but nearly half wait until performance review time to do so
• 66% admit an inability to realign employee goals to corporate goals as they change throughout the year
• Only 11% of organizations subscribe to the performance management best practice of providing ongoing performance feedback and measurement against goals

With so much at stake – particularly during the slow road to economic recovery – organizations need to make talent management a priority. We recently teamed-up with the Human Capital Institute to conduct a survey of HR practitioners and identify current talent management trends. Nearly 700 individuals participated and now we would like to share those results with you.

Far-sighted companies have cast a cold eye over how they have been served by their Reward and Talent professionals. Often, the verdict is not flattering. They want to know why traditional Reward & Talent strategies have failed them during recent tough times. There is a new mood of single-mindedness. Old ways are being replaced by newer, stripped-down approaches which question the value of every investment in Talent and Rewards.

Please join Workscape - an ADP Company, and Alan Gibbons, Managing Director of The Reward Practic.

How do you know that your software project is completely scoped when working with a vendor?  There are many factors that need to be considered in an implementation, including resource availability, system integration, training, change management, etc. To get a full grasp of potential costs requires that you AND the vendor have a complete understanding of the complete project requirement that drive effort and final cost.  If you are getting numbers from vendors without proper scoping, all that does is lead you to believe it is a good number…but it may potentially come around to bite you later on. This webcast is not designed to bash vendors but rather arm you with the information you need to work with vendors to get more accurate implementation numbers the first time and avoid having to find more budget to finish items you thought you were getting in the first place.

On January 25th, 2011, The SEC adopted its final rules on executive compensation and shareholder advisory votes. The primary issue is that beginning in 2011 public companies need to put their executive compensation program to a “confidence vote” of its shareholders – Say-on-Pay. This vote puts the Board of Directors and executive management out in the open regarding shareholders’ concerns with executive pay. While this is focused on public companies, this type of compensation transparency trend is becoming more common in many industries as boards, customers and employees drive for more insight into business practices.

Join Tom Wilson, a national authority on compensation and author of Innovative Reward Systems for the Changing Workplace (McGraw Hill) and Rewards That Drive High Performance (AMACOM), for this insightful look at industry trends in compensation, visibility and Say-for-Pay.

It’s conventional wisdom that an organization’s people are inherently the basis of any competitive advantage. But merely employing people is not  enough to achieve that advantage. It requires a broad and deep level of employee engagement. To succeed, the organization must ensure that employees are much more than passive bystanders content to simply work in perfunctory and uninspired ways.

This August 2009 Human Capital Institute study into how American organizations manage employee performance determined that the primary motive for managing and measuring employee performance is to drive higher organization and individual performance with goal setting as the most vital element. Inconsistencies, however, are found in the implementation of this process.

During a time when bonus pools are drying-up and merit increases are being cut, employers need a way to help key employees stay focused, productive and – most of all – loyal. Total Rewards or Total Compensation statements are becoming increasingly popular ways to accomplish this task. This whitepaper provides a comprehensive overview.

This whitepaper explores the topic of driving high performance and high employee engagement, to help to understand the behaviors that are common to both an engaged workforce and a high-performing workforce and, most importantly, provide some insight and best practice advice on how you can more successfully motivate and communicate with your workforce.