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Subject:  Differentiating High/Low Performers: Making Tough Decisions for a Troubled Economy
From:  "IOMA Comp/Benefits Events" <ioma4@ioma.us>
Date:  Thu, 30 Apr 2009 05:14:12 -0700

A Scam Email with the Subject "Differentiating High/Low Performers: Making Tough Decisions for a Troubled Economy" was received in one of Scamdex's honeypot email accounts on Thu, 30 Apr 2009 05:14:12 -0700 and has been classified as a Generic Scam. The sender was "IOMA Comp/Benefits Events" <ioma4@ioma.us>, although it may have been spoofed.

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IOMA WEBINARS

When:
May 19, 2009
2:00 - 3:30PM ET

800.401.5937
www.ioma.com

YOUR WEBINAR REGISTRATION INCLUDES:

* ONE telephone and Web connection at ONE physical location

* Unlimited participants from ONE location, in a conference room setting

* Permission to distribute written materials to anyone listening at your location

CAN'T MAKE THIS DATE?

* Register now and receive access to the full recorded event following its conclusion. Listen at your leisure from anywhere with Web access!

 

In today's shaky economy, differentiating high/low performers is more important than ever.

Why? Hanging onto your company's top talent is critical to weathering the storm, and today's HR professionals are challenged to do much more with less when it comes to merit pay.

But how do you define top performer, and how do you communicate little or no increase to the low performers? Some managers have little stomach for this, despite the long-term consequences for the company and employees.

However, in a recession this is one issue your company cannot afford to ignore.

Differentiating High/Low Performers:
Making Tough Decisions for a Troubled Economy

If you are not expanding the differentiation in pay between high and low performers you are most likely spending more than you should be on merit pay, lowering the overall effectiveness and productivity of your workforce and doing a disservice to your employees by over recognizing low performers and under recognizing high performers.

The biggest challenges 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, 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 define top performer
  • How to define contribution to the success of the company
  • Exceptional performers vs. above average performers
  • Who gets raises and who does not?
  • What are typical spreads between high and low performers
  • How to communicate low or no increase to low performers
  • Holding the line on offering increases to the high performers
  • How to send a strong message with reduced or no merit increases
  • How to consult with managers to force more/wider distribution of merit increases to reward top performers
  • Being more proactive in educating and providing guidance on ways to create pay differentials between low and high performers

Your single paid registration entitles you to as many participants as you wish in a conference room setting. Register today for just $275. IOMA subscribers pay just $245!

FEATURED FACULTY:
Jay Schuster, Ph.D.
Partner, Schuster-Zingheim

Jay founded Schuster-Zingheim and Associates, Inc. with Patricia Zingheim in 1985. He advises companies on aligning pay and rewards with business strategy. Jay joins only 17 prior recipients and Pat in receiving WorldatWork's 2006 Keystone Award, the Association's highest honor, for his contributions to the total rewards profession's body of knowledge. A recognized leader in the move to new pay, he has introduced many groundbreaking pay and reward innovations. His clients include global companies that have successfully aligned rewards with their business. He is coauthor of High Performance Pay: Fast Forward to Business Success (WorldatWork, 2007), Pay People Right! Breakthrough Strategies to Create Great Companies (Jossey-Bass, 2000), The New Pay: Linking Employee and Organizational Performance (Jossey-Bass, 1996), and two other books plus articles in numerous business, professional, and academic journals and magazines.

He speaks frequently at management and leadership seminars and conferences, addressing how companies, people, and rewards interact to add value to a business. In addition to being frequently quoted in the press, Jay has appeared on CNBC , CNNfn, CBS, and other business talk shows. He was named in The Guru Guide: The Best Ideas of the Top Management Thinkers as a motivation and pay guru. He received his Ph.D. from the University of Southern California and B.B.A. and M.A. from the University of Minnesota .

Patricia Zingheim, Ph.D.
Partner, Schuster-Zingheim

Pat founded Schuster-Zingheim and Associates, Inc. with Jay Schuster in 1985. She advises a wide range of companies on total pay and other rewards. Pat received WorldatWork's 2006 Keystone Award, the Association's highest honor, for her contributions to the total rewards profession's body of knowledge. With Jay, she joins only 17 previous recipients in earning this honor. A recognized expert on the role of pay in accelerating company growth and bottom-line performance, she is coauthor of High Performance Pay: Fast Forward to Business Success (WorldatWork, 2007), Pay People Right! Breakthrough Strategies to Create Great Companies (Jossey-Bass, 2000) and The New Pay: Linking Employee and Organizational Performance (Jossey-Bass, 1996) acknowledged as a keystone work in linking pay with organizational effectiveness.

Pat has written numerous articles for business and professional journals and magazines as well as book chapters. She speaks throughout the world on how companies can best align rewards with their business goals. Pat is frequently quoted in management literature, including such publications as Fortune, Wall Street Journal, Across the Board, Working Woman, and Harvard Management Update. Pat has appeared on CNBC , CNNfn, NBC, and other business talk shows. She was named in The Guru Guide: The Best Ideas of the Top Management Thinkers as a motivation and pay guru. She earned her M.A. and Ph.D. from Ohio State University and A.B. from the University of Michigan .

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

AND—when you register to attend this webinar, you can purchase a CD recording of this program
for only $99 more!


5 EASY WAYS TO REGISTER:

YES! Register me for IOMA's Differentiating High/Low Performers – Making Tough Decisions for a Troubled Economy webinar (Order Code 9C05). Your single paid registration entitles you to as many participants as you wish at each call-in location!

Subscriber - $245 Non-Subscriber - $275

Your order will be processed with priority code KDYEM5

I want your best deal. Register to attend, and purchase a CD recording of the webinar for ONLY $99 more. That's a saving of $176! (Order Code 9C05)

CD + $99

I can't attend. Please Rush me copy(ies) of IOMA's Differentiating High/Low Performers – Making Tough Decisions for a Troubled Economy webinar recording for $275 each. (Order Code 9C05R)

CD orders: $19.95 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.

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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 webinar at http://www.ioma.com/webinars/1207.html

*CD orders: $19.95 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.


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