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Managing compensation systems
challenges found in talent management
challenges found in talent management
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Talent Retention
One of the most important things that a company can strive toward is reducing their turnover by retaining valuable talent. The people a company retains may be the most important question, special programs to hold onto high-producing employees are a wise investment for organizations, across-the-board. Turnover cost is something that all companies need to consistently evaluate. Henemann, et, al. (2012) points out, “Although turnover is often seen as a detriment to organizational performance, there are several positives. An extremely important part of employee retention strategy and tactics, thus must involve careful assessment of both retention costs and benefits at a reasonable cost to the organization (p. 68).
Your everyday employee is not the only consideration for retention, Chief Executive Officers are expensive to replace, and their departure can influence employee morale and upset stability. Big money is involved in recruiting and retaining the right leader who will fit an organization, its people, its mission, and its values—and stay with it long term. Our leader of the American Red Cross, Gail J. McGovern, has suffered widespread criticism regarding her annual salary. It is understandable that a not-for-profit leader would be subject to salary critique, but the truth remains that our nation-wide, multi-layered organization needs a leader we can retain. Gail McGovern’s base salary has stayed at $500,000 without an increase since she joined the Red Cross. Her salary is said to be middle range for the non-profit leadership world.
In the 10 years I have been at the American Red Cross we have had five Company President’s , with the fifth being Gail J. McGovern who has remained with our organization...
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...011). Partners in Nursing: A Mentoring Initiative to Enhance Nurse Retention. Nursing Education Perspectives, 32(4), 250-255.
Sange, R., & Srivasatava, R. K. (2012). Employee Engagement and Mentoring: An Empirical Study of Sales Professionals. Synergy (0973-8819), 10(1), 37-50.
Ryan, K. (2012). Gilt Groupe's CEO on Building a Team of A Players. Harvard Business Review, 90(1/2), 43-46. Mix it up with The Bee's editorial board.
Rhee, F. (2011) Katehi: Replacing hospital CEO would cost more than raise. Retrieved March 17, 2012 http://blogs.sacbee.com/the_swarm/2011/09/katehi-replacing-hospital-ceo.html#storylink=cpy.
Cite American Red Cross website.
Herman, B. (2011). UC Davis Chancellor Defends Medical Center CEO's Raise. http://www.beckershospitalreview.com/compensation-issues/uc-davis-chancellor-defends-medical-center-ceos-raise.html Retrieved March 17, 2012.
Healthcare organizations are faced by both external and internal challenges and need a leader who can direct them to the right path. The senior executives and CEO
Workers feeling, which includes competitive compensation and reward strategies, professional growth and development, career paths and succession plans and the organizations leadership and culture are contributing factors of employee engagement
In the case of Ms. Julia Kate’s request for a salary assessment, several valid points were raised. Ms. Kate has been employed at the Counseling Center and effectively performing her job duties as represented based upon the scores of her performance evaluation. The hiring of two new employees has raised questions as it was noticed that her pay is much lower when compared to her new coworkers. In addition to the valid points that were raised more information regarding whether or not the company uses seniority as a factor to determine pay would be needed to make an accurate determination when adjusting her pay to a suitable grade.
...and his vision in successfully transforming the medical center to a tertiary care facility. However, in 2008 under Ron Henderson, the medical center expenses began to skyrocket and revenues failed to keep up. Also, a hospital census indicated that, on average, Medicare patients consisted of 58% and Medicaid patients consisted of 18% which caused the medical center to suffer from reductions in reimbursements. Although noted by solid evidence that utilization was experiencing a steep decline, Mr. Henderson added 127 new positions to the medical center. In 2009, Mr. Henderson was fired after the board of trustees realized that this financial bind of an $8.6 million deficit was caused by Mr. Henderson. In order for the new CEO, Richard Reynolds, to succeed at his new job title, he must create a benchmarking process adopting certain goals to remain a worthy competitor.
As a registered nurse with twelve years of experience I already aware of the problems and stresses on the other side in which nursing staff must work under. However, mentoring is also a very rewarding aspect of nursing.
Dunn, R. T. (2010). Dunn and Haimann's Healthcare Management. Chicago: Foundation of the American College of Healthcare Executives.
Sumo, V., & Weitzman, H. (2013). Are CEOs overpaid? The case against. Retrieved from Capital Ideas: http://www.chicagobooth.edu
For this paper, the non-governmental organization I chose to represent was Partners in Health. Partners in Health was started in 1987 in Boston ("Our History | Partners In Health”). “Partners in Health’s mission is to provide healthcare options to people in need. Partners in Health is building long-term relationships with sister organizations, to achieve two goals: to bring the benefits of modern medical science to those most in need of them and to serve as an antidote to despair.” (“Our Mission | Partners In Health”).
Employee turnover costs are very costly to a company. Turnover not only affects the bottom line but also affects the company’s morale. We are analyzing the problems within our company that are causing our employees to become unsatisfied with their job. Then we are going to find solutions. And then do the cost estimates of the turnover costs and the turnover savings after our solutions are implemented.
Since the beginning of time, there's been a over dweller, a monarch, a king, a CEO. A higher power has always been a factor in every corporation. CEOs are today's high archey in the business world; a chief executive officer is the highest rank in a company ultimately responsible for managerial decisions. Often given the highest salary you can imagine; a CEO receives their compensation from a variety of sources, such as their base salary, bonuses, benefits, and long term incentives (Walsh). Although legal statements of disclosure remain in dispute, the pay disparity between CEOs and employees has drawn significant attention from the media and has created numerous statistics and charts, such as, in his article The CEO Backlash,
3. Ball, Ted, Harber, Bruce, Moore, Ken, & Verlaan-Cole, Liz. (2003). Healthcare Sector Management Trends. Received on March 29, 2014, from http://quantumtransformationtechnologies.com/wp-content/uploads/2011/05/BestPractice-Scorecards-for-Governance-Orgs-and-CEOs.pdf
However, majority of scholars argue that the problem of excessive compensation should never be addressed via legislation. It is argued that involving the legislature would end up creating more problems than solutions (WAGNER, 2012). This is largely because it is never easy to set a standard guideline as to how much a CEO should receive. Companies that are doing fairly well prefer to pay their CEOs highly. Likewise, with the increasing technological advancements and innovations, companies seem to be performing much better than the previous years. Improvement in performance translates into increased CEO salaries and compensations. All in all, internal regulatory bodies should be created to ensure that these compensations are not too extreme (WAGNER,
Meyer, H. H. (1975). The Pay-for-Performance Dilemma. Organizational Dynamics, 3, 39-50. Print. 8 Feb. 2014.
"Leadership in Organizational Settings." The Dynamics of Leading Organizations and People. N.p.: McGraw-Hill, 2013. 288-301. Print.
673), retention management must be based on three types of turnover, voluntary, discharged, and downsizing. Not all businesses are freighted by turnovers, for some it is the way of life and cost is built into the budget. However, for others any type of high turnover can be detrimental for company profit, employee wage and benefits offered. First, let’s take a look at voluntary and involuntary turnover that affects retention. Voluntary turnovers are caused by many different reasons. Turnover may result from topics such as job dissatisfaction, job mismatching, knowing that job opportunities are plentiful. Two reasons that I will discuss more are micromanagement and employee loyalty. Like stated before in the introduction, when employees are dissatisfied, possibly due to being placed in an area that doesn’t fit with their skill set, one is more likely to seek new employment. Another part of turnover is discharging and downsizing. Discharge is just that, members being discharged due to discipline and job performance. While downsizing turnover is a result of business being overstaffed (Heneman III, Judge, Kammeyer-Mueller, 2015, pg. 675). There are also other reasons for voluntarily employee turnover, such as generation differences when it relates to employment. The current generations are more likely to see a job as one piece in their life puzzle rather than as the first, indispensable anchor piece without