Thursday, September 29, 2005
Tweet[IWS] Hay Group: DEAD WEIGHT EMPLOYEES COST [27 September 2005]
IWS Documented News Service
_______________________________
Institute for Workplace Studies Professor Samuel B. Bacharach
School of Industrial & Labor Relations Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor Stuart Basefsky
New York, NY 10016 Director, IWS News Bureau
________________________________________________________________________
Hay Group
Companies Risk Productivity and Profits by Paying for Dead Weight
http://haygroup.com/press_room/press_releases/09_27_2005.asp
New Hay Insight Research Shows Public Sector, Manufacturing, Telecom, Healthcare, and High Tech Workers Dont Believe Their Organizations Have Systems in Place for Dealing with Poor Performers.
PHILADELPHIA, September 27, 2005: New research by Hay Group, a global organizational and human resources consulting firm, shows that less than half of employees in the manufacturing, telecom, healthcare, and high tech industries as well as the public sector believe their organizations adequately address poor performance.
This compares to more favorable ratings in the pharmaceutical, retail, and insurance industries where more than 50 percent of employees believe their companies have adequate systems in place for dealing with poor performers.
Asking whether employees believe that their company has a fair system for evaluating individual performance, the study found that less than 4 in 10 public sector employees (38%) agreed with the statement. Other notable sectors were financial services and manufacturing (both 42%) as well as telecom (44%).
This research comes from Hay Insight, Hay Groups employee survey group, which maintains a database of approximately 1.2 million employees in over 400 organizations worldwide.
When companies dont address issues with poor performers and continue to provide them with pay increases, companies send mixed messages to employees at all levels and risk turnover of their top performers, said Tom Agnew, a senior consultant with Hay Insight. Companies need to consider how much compensation dollars they are tying up in dead weight at the bottom of the performance scale. And if top performers dont receive the recognition they deserve, dont be surprised if they look elsewhere.
Top performing companies believe that well-differentiated rewards even forced ranking of employees - leads to better execution. Yet, at year-end, rather than confront poor performers with the bad news, many managers choose the path of least resistance, speeding through performance reviews and spreading merit pay out almost evenly like peanut butter.
Reward Programs
Even with tight budget constraints, many leading companies give above-average pay increases to top performers and provide nominal or no increases to those who do not perform adequately. When combined with a sound performance management program, reward programs can be effective in attracting and retaining the staff in a way that best supports organizations to grow their businesses.
Performance Management
More than ever, businesses need the tools and processes to identify the under-achievers. Rigorous performance planning, coaching, assessment, and reward programs help ensure that a companys top people are motivated and engaged in the organization.
During the fourth quarter, many companies will look at year-end bonuses and pay increases for their employees. As managers discuss with their staff the past years performance, goals for the coming year, and pay increases, these should be just one of several conversations during the year discussing performance.
Ideally, supervisors are having performance-related discussions throughout the year, said Agnew. This should be an ongoing dialogue so that there should be no surprises regarding the employees evaluation and bonus.
_____________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.
Stuart Basefsky *
Director, IWS News Bureau *
Institute for Workplace Studies *
Cornell/ILR School *
16 E. 34th Street, 4th Floor *
New York, NY 10016 *
*
Telephone: (607) 255-2703 *
Fax: (607) 255-9641 *
E-mail: smb6@cornell.edu *
****************************************
_______________________________
Institute for Workplace Studies
School of Industrial & Labor Relations
Cornell University
16 East 34th Street, 4th floor
New York, NY 10016
________________________________________________________________________
Hay Group
Companies Risk Productivity and Profits by Paying for Dead Weight
http://haygroup.com/press_room/press_releases/09_27_2005.asp
New Hay Insight Research Shows Public Sector, Manufacturing, Telecom, Healthcare, and High Tech Workers Dont Believe Their Organizations Have Systems in Place for Dealing with Poor Performers.
PHILADELPHIA, September 27, 2005: New research by Hay Group, a global organizational and human resources consulting firm, shows that less than half of employees in the manufacturing, telecom, healthcare, and high tech industries as well as the public sector believe their organizations adequately address poor performance.
This compares to more favorable ratings in the pharmaceutical, retail, and insurance industries where more than 50 percent of employees believe their companies have adequate systems in place for dealing with poor performers.
Asking whether employees believe that their company has a fair system for evaluating individual performance, the study found that less than 4 in 10 public sector employees (38%) agreed with the statement. Other notable sectors were financial services and manufacturing (both 42%) as well as telecom (44%).
This research comes from Hay Insight, Hay Groups employee survey group, which maintains a database of approximately 1.2 million employees in over 400 organizations worldwide.
When companies dont address issues with poor performers and continue to provide them with pay increases, companies send mixed messages to employees at all levels and risk turnover of their top performers, said Tom Agnew, a senior consultant with Hay Insight. Companies need to consider how much compensation dollars they are tying up in dead weight at the bottom of the performance scale. And if top performers dont receive the recognition they deserve, dont be surprised if they look elsewhere.
Top performing companies believe that well-differentiated rewards even forced ranking of employees - leads to better execution. Yet, at year-end, rather than confront poor performers with the bad news, many managers choose the path of least resistance, speeding through performance reviews and spreading merit pay out almost evenly like peanut butter.
Reward Programs
Even with tight budget constraints, many leading companies give above-average pay increases to top performers and provide nominal or no increases to those who do not perform adequately. When combined with a sound performance management program, reward programs can be effective in attracting and retaining the staff in a way that best supports organizations to grow their businesses.
Performance Management
More than ever, businesses need the tools and processes to identify the under-achievers. Rigorous performance planning, coaching, assessment, and reward programs help ensure that a companys top people are motivated and engaged in the organization.
During the fourth quarter, many companies will look at year-end bonuses and pay increases for their employees. As managers discuss with their staff the past years performance, goals for the coming year, and pay increases, these should be just one of several conversations during the year discussing performance.
Ideally, supervisors are having performance-related discussions throughout the year, said Agnew. This should be an ongoing dialogue so that there should be no surprises regarding the employees evaluation and bonus.
_____________________________
This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.
Stuart Basefsky
Director, IWS News Bureau
Institute for Workplace Studies
Cornell/ILR School
16 E. 34th Street, 4th Floor
New York, NY 10016
Telephone: (607) 255-2703
Fax: (607) 255-9641
E-mail: smb6@cornell.edu
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# posted by SBasefsky : 12:55 PM
