Incentive
What incentives do employees respond well to?
- Published on 11 Jul 2014
- Lia Marus
The chronic skills shortage we're experiencing in this country is making it very difficult to retain one's staff because recruiters and other companies are hungrily preying on those who have those skills which are in such short supply. Company loyalty has become a thing of the past because of the tough economic times we find ourselves in and employees will go to the employer who pays the most. Is it possible to retain one's employees for a protracted period of time? If so, how much money would you have to throw at them to get them to stay?
The way forward: Aligning your rewards strategy with your overall business strategy
- Published on 13 Jan 2014
- Frew Murdoch
What came first: The chicken or the egg?
Do you align your reward management model with your overall business strategy or vice versa? The usual management model is to create wealth and then share it, as in the company first focuses on business strategy, then HR management (people management), which is then followed by business results. Only after all this is a performance and rewards strategy considered. But isn’t there another way?
How to design incentive programmes that work
- Published on 16 Sep 2013
- Geoff Saner
According to the latest research, actively engaged employees are more likely to be productive than those who merely treat your company as a means to a pay check. One way to engage your employees is to develop an incentives programme. Here are 10 tips to follow to create a programme that works.
Why do people really quit?
- Published on 30 Oct 2012
- Natalie Singer
If you ask employers to tell you why their employees leave, they’ll undoubtedly say that it was for more money. While this is true in 12% of cases, the vast majority of individuals leave their current jobs for a variety of other reasons.
Defining ‘employees’ – And how to engage them
- Published on 27 Aug 2012
- Kevin Liebenberg
Over the past twenty years, everything that companies have deemed to be ‘the norm’ for workforce behaviour has changed. Employees no longer sign up for a lifelong career, and competitive advantage is driven by continuous innovation. If the natural state of business is a continuous flux, how can companies rely on their employees to drive their vision - if employees see their positions as temporary?
