Pay

Confronting the Last Taboo: Pay

Thu, 09 Oct 2008 10:00:00 GMT

Leading economist Alan Krueger argues that companies can get away with paying lower wages than competitors without losing many employees, though there are hidden costs. He also says that organizations are right to keep pay a secret.

The Problem of Pay

Thu, 08 May 2008 09:45:00 GMT

To understand how compensation motivates -- or demotivates -- employees, executives must come to terms with, and learn to manage, the irrational, emotional nature of pay.

Turning Around Employee Turnover

Thu, 08 May 2008 09:45:00 GMT

Companies can reduce costly churn if managers know what to look for. But they usually don't -- and that's because too many managers think money is at the root of the turnover issue. This article uncovers the real sources of the problem and reveals the reasons most people quit. Find out how to keep good employees from walking out the door.

The Business Value of Niceness

Thu, 10 Apr 2008 00:00:00 GMT

Upscale clothier Jack Mitchell, author of the bestseller Hug Your Customers and CEO of Mitchells/Richards/Marshs, explains his infectiously enthusiastic approach to management in his latest book, Hug Your People. In this interview, Mitchell tells why positivity is good for productivity and profits.

The Eleventh Element of Great Managing

Thu, 13 Mar 2008 00:00:00 GMT

This element is measured by the statement "In the last six months, someone at work has talked to me about my progress." Some people think a performance review will suffice. But it's not nearly enough, write the authors of 12: The Elements of Great Managing.

What Generation Gap?

Thu, 13 Mar 2008 00:00:00 GMT

Contrary to conventional wisdom, job seekers from different generations -- Baby Boomers and members of Generations X and Y -- often look for the same things from prospective employers, according to recent Gallup research.

Job Seekers Ask: Who's the Boss?

Thu, 13 Dec 2007 00:00:00 GMT

The competition for quality employees among leading companies is fierce, regardless of industry or sector. Job seekers aren't looking strictly at salary offers; nor are they putting much stock into added perks such as company fitness center programs or on-site daycare services. According to new Gallup research, what they want most -- along with competitive pay, of course -- is quality management.

The Eighth Element of Great Managing

Thu, 13 Dec 2007 00:00:00 GMT

The need to feel a connection to a larger cause is very important to most employees. In fact, believing that "the mission or purpose of my company makes me feel my job is important" is a primary motivator, according to the authors of 12: The Elements of Great Managing.

The Fourth Element of Great Managing

Thu, 09 Aug 2007 00:00:00 GMT

Employees may be motivated by many different things, but they all strive for recognition and praise. And they need that positive feedback at least every seven days, according to the authors of 12: The Elements of Great Managing -- a New York Times bestseller that draws on 10 million workplace interviews.

The Real Impact of Illegal Immigration

Thu, 14 Sep 2006 00:00:00 GMT

It has turned into a hot political issue this year, but what effect does illegal immigration have on the U.S. economy? And is its impact negative or positive on businesses and consumers? Gallup's chief economist tackles these and other questions, as he tries to get past political rhetoric and look at the hard economic facts. You'll find many of his conclusions surprising.

A Minimum Wage Hike: The Real Impact

Thu, 13 Jul 2006 00:00:00 GMT

Proposals to increase the federal minimum wage continue to come before Congress, and continue to generate intense controversy. Opponents of hiking the wage say it will victimize small-business owners. But is that the case? Gallup's chief economist isn't so sure. In this Q&A, he assesses the potential impact of a minimum wage hike on the economy and explores other pressing issues, such as illegal immigration and job offshoring.

Grim News for Japan's Managers

Thu, 14 Jul 2005 00:00:00 GMT

More than 90% of the country's workforce isn't engaged at work. And that's just one alarming statistic from a recent Gallup study. How should Japan's executives tackle this problem?

Taller Is Better

Thu, 09 Jun 2005 00:00:00 GMT

That's just one of the myths that decrease the effectiveness of your sales force. The fact is, top performers are no taller, no thinner, and no more attractive than average reps. And those great salespeople don't necessarily have a better education or more experience either. Beware of the "glare" factor.

Giving Them What They Deserve

Thu, 10 Apr 2003 00:00:00 GMT

Most pay systems reward equality, not excellence. They repel top performers and coddle the mediocre. Is your company's performance plan driving away your best people?

Coaching Talent

Mon, 29 Apr 2002 00:00:00 GMT

Coaching is touted as a ready-made answer to almost every call center challenge. But for coaching to work, agents must understand how they contribute to their center's success. Here's how measuring performance can help.

Running Call Centers: A New World

Mon, 18 Mar 2002 00:00:00 GMT

Conventional wisdom -- that managing a call center is primarily about managing technology, not people -- is hampering call-centers' effectiveness. But well-rounded strategies could boost productivity, improve pay, and increase employee retention in your company's call center.

Reducing Staff the Right Way

Mon, 08 Oct 2001 00:00:00 GMT

As the economy slows, managers may be forced to reduce their sales forces dramatically. When done right, downsizing can have a positive effect on sales productivity and growth. But when done poorly, it can result in prolonged and sustained damage to your sales organization. Here are smart strategies for approaching a manager's toughest challenge: choosing who stays, and who goes.

Don't Promote Your Stars

Sat, 15 Sep 2001 00:00:00 GMT

The most valuable players on any team focus on the job at hand -- not on climbing the corporate ladder. Yet most companies tie raises, roomier offices and fancier titles to changes in job roles. To capitalize on employee talents, employers should make sure there is no trade-off between job satisfaction, suitable pay and workplace status.

Tuning Up Your Talent Engine

Sat, 15 Sep 2001 00:00:00 GMT

Every year corporations spend millions of dollars attracting, training and retaining their employees, but few can quantify the return on their investment. But SAP Americas may have begun to crack the code. Using a new series of metrics designed by Gallup to identify the sources of turnover, SAP can test the revenue consequences of human capital investment options.

Who's Answering the Phone?

Sat, 15 Sep 2001 00:00:00 GMT

Your company hired its call center employees to make pitches, take orders, and provide technical support. While the best call center employees are on the phone creating and retaining loyal customers, in just ten seconds a poorly trained employee could lose you a client you've been courting for years.

Best Practices -- A Business Case

Mon, 03 Sep 2001 00:00:00 GMT

Customer loyalty scores were dropping. Market share was slipping. The company knew something had to change and called in the cavalry. In a year, customer loyalty measures increased from 40% to 76%. The workforce of CSRs and CSR management was reorganized to sustain these results, long after the cavalry went home. How did the company accomplish this turnaround?

Paying for Performance

Mon, 28 May 2001 00:00:00 GMT

Many call centers confuse production and performance, so they pay agents for the wrong thing. Performance determines call value, and three criteria determine performance -- measurement, agent talent and a supportive work environment. Overlooking any of these measures may drive down call center value -- and profits.

Creating Paths to Success

Mon, 07 May 2001 00:00:00 GMT

Call centers are the ultimate people management business, and companies that focus on their agents' performance and career development achieve the greatest financial performance. Career development plans for customer service representatives focus on three principles: promote across, not up; pay for value creation; and support CSRs with great coaches.

Managing to Be the Best

Mon, 01 Jan 2001 00:00:00 GMT

Call centers are about managing people, and the centers with the best work force and the best management of that work force produce the best results. It's a simple idea, and yet it runs counter to the management philosophy that currently dominates the call center industry. Current thinking views centers as technological wonders, with systems so efficient that anyone can plug into the system and achieve reasonable results as an agent with minimal training or talent.

What Is a Great Workplace?

Mon, 15 Mar 1999 00:00:00 GMT

What makes a great workplace? Is it pay, benefits? Is it too complex to understand? Traditionally, management believed that people will always dislike work, and when they are at work, they will always want to be somewhere else.