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Subject:  Tomorrow! Differentiating High/Low Performers--Making the Tough Decisions for 2009
From:  "IOMA Comp/Benefits Events" <>
Date:  Tue, 06 May 2008 11:20:31 -0700

A Scam Email with the Subject "Tomorrow! Differentiating High/Low Performers--Making the Tough Decisions for 2009" was received in one of Scamdex's honeypot email accounts on Tue, 06 May 2008 11:20:31 -0700 and has been classified as a Generic Scam. The sender was "IOMA Comp/Benefits Events" <>, although it may have been spoofed.

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May 7, 2008
2:00-3:30PM ET

If you are not expanding the differentiation in pay between high and low performers you are most likely:
  1. spending more than you should be on merit pay,
  2. lowering the overall effectiveness and productivity of your workforce, and
  3. over-recognizing low performers and under-recognizing high performers.
But how do you define top performer, and how do you communicate little or no increase to the low performers? Ratchet up your focus on this critical compensation issue now—and be ready to implement it successfully in your next round of merit pay increases.

Differentiating High/Low Performers—
Making the Tough Decisions for 2009


Companies that utilize best practices in differentiating pay between high and low performers consistently say—by more than two to one—that it is the most effective way to control compensation costs.

Using pay-for-performance, the next most effective, while related is just one of a variety approaches used to differentiate high/low performers. Even more profound is the effect that greater differentiation of pay has on your firm's productivity.

The biggest questions surrounding an effective company-wide differentiation of high/low performers include how define top performance or contribution to the company, weak kneed managers, how to send a strong message when communicating little or no pay increase, what is exceptional vs. above average, what are typical spreads between high and low performers, how do you build a lasting talent management plan into the process, and how do you hold the line on the top performers?

Don't get trapped into simply resorting to reducing the overall size of merit pay increase budgets. Join IOMA and its panel of in-the-trenches experts and learn the secrets to differentiating pay, including how to

  • Be proactive in educating managers on ways to create pay differentials between low and high performers
  • Define top performer
  • Convince managers to increase the distribution of merit increases to reward top performers
  • Determine who gets raises and who does not
  • Communicate low or no increase to low performers
  • Recognize exceptional performers vs. above average
  • Define an employee's contribution to the success of the company
  • What are typical spreads between high and low performers?
  • Hold the line on offering increases to the high performers
  • Send a strong message to under-performers with reduced or no merit increase

Patricia K. Zingheim
Partner, Schuster-Zingheim and Associates, Inc.

Jay. R. Schuster
Partner, Schuster-Zingheim and Associates, Inc.

DON'T DELAY—sign up now for $275. IOMA subscribers pay ONLY $245!

AND—when you register for the audio conference, you can purchase a CD recording of this program for only $99 more! SATISFACTION GUARANTEED, OR YOUR MONEY BACK!


Your order will be processed with priority code KDYEM10

Continuing education credit may be available. For more information regarding administrative policies such as complaint and refund, please contact our offices at 800-401-5937.

UNABLE TO ATTEND? Order the CD recording of this audio conference at

CD orders: $14.95 shipping/handling. Orders shipped to CA, MD, NY and NJ will be charged applicable state and local sales tax. Canadian orders must pay VAT/GST taxes upon receipt of product. Orders outside US and Canada, add $50US additional shipping.

Please forward without cutting. Thank you very much.


The preceding is an e-mail advertisement.

This advertisement has been sent to you by:

Institute of Management & Administration, Inc. (IOMA)
1 Washington Park, Ste. 1300
Newark, NJ 07102-31306

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