Pay for performance works — Here’s why


Posted by Kathi Enderes on November 12, 2018.

“Science confirms: people are not pets,” claims a recent article.1 The key finding of this piece was also the topic of the book Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink,2 which asserts that people cannot bribe others into doing what they want. Study after study has confirmed that attempts to motivate people with extrinsic rewards to perform better, work harder, or behave differently tend to be fruitless at best—and are often counterproductive. So why do so many organizations still use the old “pay for performance” moniker? Why do they spend hours and hours designing systems to evaluate performance and differentiate performance levels with rewards?

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Should companies give employees time off to vote?


Posted by Pete Debellis on November 6, 2018.

Voter turnout in the United States significantly lags behind that of most highly developed, democratic countries.1 It’s a complex issue, and one that many individuals care about. But do organizations have any obligation to address it—for instance, by giving employees time off to vote? While extra paid or unpaid time away from work may pose direct and indirect costs for employers, many employers are willing to invest in these programs on the basis of their impact on society—a phenomenon Deloitte identified as “The rise of the social enterprise” in its 2018 Global Human Capital Trends Report.2

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A Data-Based Case for Holistic Employer Wellbeing Offerings


Posted by Peter DeBellis on October 1, 2018.

Deloitte’s 2018 Human Capital Trends report reveals compelling data regarding the importance of wellbeing offerings to employees—many organizations report a stark difference between what their employees want and what their employers actually deliver. The report identifies Well-being: A Strategy and a Responsibility as one of the top ten global human capital trends for 2018, and examines the ways in which companies can integrate their rewards offerings into a holistic wellbeing strategy to increase worker productivity and meet new social expectations.1

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Student Debt: The Toughest Homework of All?


Posted by Peter DeBellis on September 24, 2018.

Earlier this year, the total amount of outstanding student debt in the United States exceeded $1.5 trillion1 for the first time—yes, trillion! That amount is nearly one and a half times what the nation owes in total motor vehicle loans. Let that sink in for a moment—think about how many cars are on the road, their cost, and how the majority of Americans are not recent graduates with student debt!

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Findings from CEO pay rate disclosures

Posted by Michael Kesner, Edward Sim, and Abby Dunleavy on July 25, 2018.

The pay ratio disclosure requirement called for in the 2010 Dodd-Frank Wall Street Reform and Consumer Protection Act1 took effect for fiscal years beginning on or after January 1, 2017. Public companies are required to disclose the ratio of the compensation of their chief executive officer (CEO) to their median employee. Deloitte Consulting LLP analyzed pay ratio disclosures of 294 S&P 500 companies from DEF 14A filings as of April 10, 2018. Here’s a summary of what we found.

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All well and good: From wellness to well-being

The move to expand traditional wellness programs into more holistic well-being programs is more than just “the right thing to do” to help employees manage their personal and professional stress; it can also create significant business value.

Posted by Jill Korsh and Michael Gilmartin on July 20, 2018.

Deloitte’s 2018 Global Human Capital Trends report highlights the need for organizations to be social enterprises, not just business enterprises. This encompasses not only how organizations do business and interact with the outside world, but also how they operate internally. Empowering workers’ well-being is a strategic imperative in today’s social enterprise and is a significant contributor to building an organization’s social capital. Today well-being is not only part of the social mandate for organizations, but also an HR and business issue, linked to culture, engagement, recruiting, productivity, turnover, burnout, business performance, and more.

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How well are you managing workers’ compensation claims?

The right analytics approach could yield substantial savings

Posted by Matt Carrier and Frank Zizzamia on May 17, 2018.

The “80/20” rule is commonly applied to workers’ compensation claims: namely, that 80 percent of the cost comes from 20 percent of the claims. What if you could consistently predict whether a claim would fall in that costliest 20 percent so you could handle it in a way that mitigates the risk?

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Good intentions, Great outcomes: Optimizing the value of a tax savings reward

If you plan to share anticipated tax savings with workers, how can you make the impact truly meaningful?

Posted by Michael Niciforo, Garry Spinks, and Naomi Bradley on March 16, 2018.

Due to the reduction in corporate tax rates in the Tax Cuts and Jobs Act of 2017,1 companies have an opportunity to reinvest those savings in the business. Many are choosing to share the savings with their workers in the form of a cash bonus. But while these organizations’ intentions may be good, the outcome of this decision is a short-term, one-time event, rather than something that has longer-term impact. Why? It could be as simple as this: They didn’t ask workers about their wants, needs, and preferences.

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No more sitting on the sidelines

Three large employers joining forces to tackle health care shows inaction is not a strategy to create an irresistible employee experience and optimize your Human Capital Balance Sheet

Posted by Robert A. Dicks, Erica Volini, and David Buck on March 5, 2018.

When three large employers announced they’ve partnered to upend how their employees receive health care, it was a wake-up call for many organizations to rethink the traditional boundaries for how and where they can affect change and drive greater value—not just for the bottom line, but also to help create better experiences for their workforce. The opportunity is immense: Opening the aperture on health care helps create the ability to drive enterprise value and reward shareholders at the same time as hitting the employee trifecta:

  • Derive greater value from every dollar of human capital investment
  • Provide greater value to the workforce
  • Demonstrate commitment to improving employee experience

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