Including Performance Management in Your Total Rewards Strategy October 16, 2012

Qualifies for 5 General Recertification Credits

Although the phrase "pay for performance" has become cliche, the concept is sound. It's the execution that often fails. While some question whether financial incentives actually motivate employees to improve their performance, the causes of failure are more likely flawed program design, implementation and management.

Join us for an in-depth look at how to manage and measure performance more effectively and profitably in the context of your company's total rewards strategy. Specifically, you'll leave the seminar able to:

* Define elements of a total rewards strategy
* Distinguish between the means of performance (competencies and behaviors) and the ends (outcomes and results)
* Integrate base salaries and short-term variable cash into a total cash compensation plan
* Sell the new approach to senior management, communicate it to employees, and execute, manage and maintain the plan over time

About the Presenter

Shari Dunn, Managing Director, CompAnalysis, A Division of Gallagher Benefit Services of California Insurance Services, has held management and professional positions with McKinsey & Co., Deloitte & Touche, Castle & Cooke, Fibreboard Corporation, Bank of America and Boise Cascade Corporation. She functioned as both consultant and manager in the areas of salary administration, executive compensation, and sales/incentive compensation for these firms prior to establishing her own consulting firm, CompAnalysis, in 1980. In addition, she regularly leads seminars and workshops, and serves as an expert witness in connection with wage and hour litigation and other compensation matters.

Official Website: http://www.nchra.org