As the economy recovers the unemployment rates drops, albeit slightly, but the real information underneath that declining unemployment isn’t so good for the chronically under-employed. The percentage of part time jobs has increased as full time positions have decreased. And that situation looks like it may be here to stay. Michael Graham examines this new “workscape” and what it means for the economy overall.
Archive for October, 2014
A unique “loan enhanced” after tax plan can deliver participants all the economic advantage of a pre-tax plan along with added security, no worries about tax increases eroding their benefits, and no concerns about 409A restrictions on deferrals and distributions. Bob Birdsell shows us how this can work when a sponsor provides a loan to the participant to cover the taxes on his after tax investment.
Continue reading “To Defer or Not? Part 2: Unlocking the Possibilities” »
From Total Rewards to Total Value Exchange: A Mandate to Engage Key Stakeholders in the Organization’s Vision, Mission, and Values
Fewer than one in five companies say that its compensation, benefits, and rewards programs are meeting their objectives, according to research conducted by Grahall LLC. The not-surprising result: instead of motivating employees, the majority of rewards plans are ineffective and often counterproductive.
How can you get better results from your firm’s compensation and benefits plan? In an interview, Michael Graham, of Grahall LLC and Bruce Brownell of Fulcrum Partners LLC discussed how a Total Rewards Strategy ties employees’ success to the company’s success, unleashing a CEO’s most powerful tool: compensation and rewards. They suggest instead of thinking in terms of total rewards strategy, organizations need to consider the new concept of total value exchange strategy.
Charles Patton’s September article for PSX: People Strategy Exchange examines how thoroughly explaining why a project is being undertaken instills a sense of confidence that the decision to proceed was thoughtful, priorities were considered, fits for the organization, a plan is in place, the time, effort and expense costs have been considered and the cost: benefit ratio points to a successful outcome. All these are necessary to successful outcomes.
Continue reading “The 7 Steps to Successful Projects” »
In his September article for PSX: People Strategy Exchange eMagazine, Marvin Smith of Deliberate Synergy explains why it takes more than just agreement to make large scale change happen. Marvin Smith shares insights about top down, bottom up and middle out leadership, and how they are all necessary to ensure the success of large scale change projects.
Even though there are years between Boomers and Millennials, Jim Finkelstein and Melissa Mead show us that the differences aren’t so significant after all and why it is good business to leverage whatever differences do exist rather than focus on the liabilities of the inter-generational mash-up.
According to a study by PWC, 94% of public companies regularly conduct an evaluation of their board. Since the NYSE requires all its listed companies to conduct some form of board evaluation (NASDAQ does not, but recommends it as good governance) this number is not a surprise. Unfortunately, both listing agencies are silent as to what an evaluation should be, what form it should take, or how it should be conducted. Small wonder therefore, that an “evaluation” can take almost any form, from an informal discussion about how the group is doing, to a full, detailed, peer-to-peer 360 degree assessment. For some directors, such a fully revealing look can be quite uncomfortable.
Last April the country celebrated (read that word with great sarcasm) “equal pay day”, the day that women had to work to in 2014 to be paid as much as men were paid in 2013. Equal Pay Day inspired legislators to push for a vote on the Paycheck Fairness Act that fell short of Senate consideration last April by just six votes.
Continue reading “The Politics of Fair Pay: Revisiting the Wage Gap” »