Research Reports

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Based on a recent survey, 49 percent of those polled said their companies will reduce pay/merit increase budgets, and nearly 39 percent are considering a reduction in annual incentives and bonuses.

As companies scale back, they are highly concerned about losing top performers—the employees they need most of all during the economic crisis.

Now you can get tips and benchmarks to help you retain and reward your pivotal talent and top performers, while positioning your organization for future growth.

The 2009 edition contains the latest surveys and research on current performance management practices, as well as best practices that you’ll want to consider adopting and implementing.

Here’s an overview of the must-know information you’ll find within the report:

• “With ‘Compensation in Crisis,’ Performance Management Is More Important than Ever,” reveals why performance management is essential for helping companies use rewards effectively when dollars and staffs are shrinking.

• “Sound Performance Management Can Help Keep Your Company Afloat in Troubled Waters,” provides insights into how to use performance management to align everyone in the organization with your company’s strategic goals and gives tips on setting stretch goals, communicating performance goals, and allocating merit dollars.

• In “Build Strong Talent-Management Processes 10 Ways,” you'll get a checklist of 10 talent-management strategies that are critical during recessionary times.

• “How the Best Companies Manage Performance Management,” reveals how “World’s Most Admired Companies” skillfully apply performance management and measurement to create solid performance metrics, keep people focused on doing the right things in the right ways, and link performance and rewards for the best possible results.

• In “Measure How Well Managers Manage (and Pay Them for Their Performance-Management Performance),” you'll learn how to measure managers’ performance and make management skills part of “what we pay for” at your company.

• “Establishing Metrics for Executive Performance,” addresses how to design performance metrics that keep executives on track with clear targets and accountability for bringing in the bottom-line benefits that are expected of them.

• “Reduce Risk with the Right Metrics,” suggests five ways you can take risk out of performance metrics for executives. Tips include examining past results, considering shareholder needs, and taking a long-term view.

• And much, much more.

No-Risk Web Offer: You get IOMA's Ironclad 100% Money-Back Guarantee: if you're dissatisfied with your print report for any reason, return it within 30 days and you'll receive a full refund — with no questions asked. (Sorry, IOMA cannot grant refunds on electronic purchases.)

To review this report's Table of Contents, click here.