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PEOPLE MANAGEMENT PRACTICES: Displays to Accompany Survey Findings July, 2000 - page 10 / 31

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10

© 2001 Readership Institute

Overview Level 1 and Level 2

* Note: Employee Retention is an Intermediate Outcome.

Drivers (Level 1)

High-Impact Practices (Level 2)

Selection

Selection criteria and processes have consistent structure

Selection skills are a key leadership attribute

Seek to fill positions internally

18-20

Pre-Reading Pages

Development

Promote integration and corporate glue

Significant leadership responsibility

Commitment is balanced between organization and individual

Effective succession planning and talent pool processes

22-25

Performance Management

Clear mutual expectations

Stretch objectives with meaningful measures

Ongoing coaching and feedback

26-27

Compensation

Market-based compensation

Performance-driven rewards and recognition

Alignment of employee and shareholder interests

28-30

Employee Retention*

Latitude and authority for determining how best to execute job accountabilities, particularly to meet customer needs

Quality and sustainability of highly effective leadership, particularly employee’s immediate supervisor

Extent to which employees possess the knowledge and skills to contribute – plus – the opportunity to grow and advance

·

Customer satisfaction is a high priority and is balanced with “making the numbers”—plus—rewards are provided for contributions

33

© 2001 Readership Institute

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