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Managing compensation systems
Challenges found in talent management
Challenges found in talent management
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Recommended: Managing compensation systems
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.
...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.
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
Executive compensation has been studied for many years. While the average person probably does not think about it on a daily basis, it is necessary to watch trends. Tracking the amount of money they make as well as the bonuses, stock options, and other benefits shows how these executives are making such high rates of pay compared to the ordinary worker. Tracking how much an executive makes began in the 1930’s. Since this time not only has it been tracked but there have been many changes in the type of tracking, the tax laws and what is available as compensation. This paper highlights the changes that have occurred since the early 20th century until today and changes that still need to occur.
The discontent that the hospital is currently witnessing is induced by the goings-on in another institution. There is, therefore, difficulty in determining the honesty of the individuals. In situations where outside forces make a system make such adjustments, it portends serious problems for the future of the organization. Assuming their demands are met and the following day Lexington gives another salary raise, will Twin Oaks also follow suit? They are in a very precarious situation.
One, Marcel presented fifteen years of experience as a manager of a local utility company. This particular factor made her accountable towards all the business knowledge, organizational skills, and years of experience in the for-profit sector; traits that are highly valuable and transferable for a management position in the third sector. Second, the board members realized her involvement with nonprofit organizations; Marcel volunteered with various agencies and served as a board member
Fenner, K. (2011, April 18). Accreditation: A hospital CEO’s strategic choice. Hospital Accreditation and Compliance Journal. Retrieved from http://www.compass-clinical.com/hospital-accreditation/2011/04/accreditation-a-hospital-ceos-strategic-choice/
Mercer Human Resource Consulting. (Aug. 9, 2004.). Tackling the Challenge of Aligning Pay with Performance. Perspective. Retrieved October 14, 2006, from
Mr. Roger Thompson is Editor of the HBS Alumni Bulletin. In his article “Excessive Executive Pay:
Sumo, V., & Weitzman, H. (2013). Are CEOs overpaid? The case against. Retrieved from Capital Ideas: http://www.chicagobooth.edu
The position of executive director of a non-profit healthcare organization must be collaborative and trustworthy if they want receive any credibility. A person of high credibility has “personal power, competent, knowledgeable of good character, and is charismatic or dynamic. As a result, you’ll be more effective in influencing attitudes, beliefs, values, and behavior. Credibility is not something you have or don’t have in any objective sense; rather, it’s a function of what other people think of you” (DeVito, 320). Therefore,
Larson, C. and LaFasto, F. (1989), Teamwork: What Must Go Right/What Can Go Wrong. Newberry Park, CA: Sage Publications, Inc.
Without understand the negative impacts of turnover, a company may be placing itself in a position that will ultimately lead to their demise. We are going to solve our problems and set our company on the path to success, a success that is not only reflected in our bottom line but also our employees’ morale.
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”).
Seitel stated Circuit City’s management responded to the CFO’s departure by offering an additional cash in of $250,000 on top of his $1,000,000 a year (p.218). Management was more concerned about losing one high up employee, but did nothing to help preserve the jobs of 3,400 sales employees. Management should have been counseled to treat all employees with equality and dignity regardless of position. Interestingly, “The firings…are expected to reduce expenses for the electronics retailer by $110 million in fiscal year 2008” (Mui, 2007). In comparison, Circuit City’s CFO’s salary was $1 million. One top-level manager’s pay was almost equal to the total expenses that firing employees cut. This showed that lower level employees are dispensable and not as valuable to the company as a higher level employee
"Leadership in Organizational Settings." The Dynamics of Leading Organizations and People. N.p.: McGraw-Hill, 2013. 288-301. Print.