No one likes traditional performance ratings very much. Most people ﬁnd the rating process opaque and question its objectivity and fairness. Managers don’t want to spend their time shoehorning people into fixed categories, defending their choices, and communicating ratings that disappoint more often than they thrill. Even HR doesn’t like ratings very much, as the process often involves chasing down managers to complete ratings and enforce guidelines. To respond to this, 14 percent of organizations we surveyed have gone “ratingless,” abandoning performance ratings altogether.1
Driving towards a Simply Irresistible Organization demands a shift in Total Rewards
Total Rewards leaders (Compensation & Benefits) are increasingly pressured from both inside and outside the modern organization. Long-time experts in this profession are accustomed to balancing the needs of the workforce, business, and regulators. Now more than ever there are new challenges for Total Rewards professionals to get ahead of – or risk being caught off guard.
Posted by Tara Tays and Barbara Baksa on March 20, 2014
The current environment is one of unprecedented change for long-term equity incentives. External pressures to reign in dilution and align pay more closely with performance have never been higher. The 2013 Domestic Stock Plan Design Survey, co-sponsored by Deloitte Consulting LLP and the National Association of Stock Plan Professionals (NASPP), provides key insights into how companies are responding to these pressures.