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It’s a rather natural tendency among many in the management ranks: the temptation to hold on to star performers in current roles, rather than encouraging their promotions, succession plans or transfers to other areas of the company.
Employees’ perception of their company’s senior leadership is far from favorable, according to research from Willis Towers Watson, a leading global advisory, broking, and solutions company.
U.S. employees give their senior leadership low marks on key aspects of people management, including the ability to develop future leaders, evoke trust and confidence, and demonstrate sincere interest in employees’ well-being, according to research from Willis Towers Watson—a leading global advisory, broking, and solutions company. Employees, however, give their immediate managers higher grades, although […]
The rising cost of employee benefits is prompting more and more international companies to set up multinational pooling and employee benefit captive arrangements to improve the performance of their insurable employee benefit plans, according to the Multinational Pooling and Benefit Captives Research Report compiled by Willis Towers Watson.
With an eye toward better meeting the needs of a workforce that’s growing ever younger, more Fortune 1000 employers are poised to make significant changes to their benefits strategies, design, and delivery this year. All in all, “modernize” and “customize” will be the words to watch as 2017 marches on.
Would your employees say they are paid fairly? A perception of fair pay is imperative in employee retention. On the flip side, a perception of unfair pay can be a powerful motivator for employees to leave the company.
Despite embracing the concept of pay-for-performance, a surprisingly large number of North American employers say their pay-for-performance programs are not doing what they are designed to do—drive and reward individual performance—according to a new survey released by Willis Towers Watson.
Yesterday we took a look at a survey by Willis Towers Watson® that suggested that pay-for-performance programs aren’t doing what they are supposed to. The primary reason? These programs are really just annual increases disguised as pay as performance, and everyone is being rewarded—not just those who perform well.
Despite embracing the pay-for-performance concept, a surprisingly large number of North American employers say their pay-for-performance programs are not doing what they are designed to do—drive and reward individual performance—according to a new survey released by Willis Towers Watson®.