Engaged Workforce

Agile and social models are changing performance management, rewards, coaching, goal-setting and development. How you engage with your workforce will directly correlate with how to maximize the productivity of employees whilst giving the best possible opportunities for development.

Gecis Global Adopts Genpact Name, Touts Growth

One of the heavyweights in the enterprise outsourcing market, New Delhi, India-based Gecis Global has changed its identity to Genpact. The former GE unit said the change was to better convey its global scope.

            We chose [the new name] because it so aptly communicates our brand promise generating value, commitment, partnership and impact, said Pramod Bhasin, president and chief executive officer, Genpact

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NewPage Corporation to Outsource IT and HR to Accenture

DAYTON, Ohio –(Business Wire)– Sept. 28, 2005 — Accenture (NYSE: ACN) will provide NewPage Corporation with information technology and human resources services under separate multi-year outsourcing contracts the two companies signed recently. Financial terms of the contracts were not disclosed. 

Under the information technology agreement, Accenture will have day-to-day operational responsibility for NewPage’s enterprise IT functions, including infrastructure operations and maintenance, application maintenance and systems integration

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5,000-Employee Company Selects Ultimate Software’s Intersourcing

WESTON, Fla., Sept. 28 /PRNewswire-FirstCall/ — Ultimate Software (Nasdaq: ULTI), a leading provider of Web-based payroll and workforce management solutions, announced today that Federal Signal Corporation has selected Ultimate Software’s UltiPro Workforce Management delivered through its hosted model, Intersourcing.

Federal Signal is a manufacturer and worldwide supplier of safety, signaling, and communications equipment, fire rescue products, street sweeping and vacuum loader vehicles, refuse truck bodies, high-performance water- blasting equipment, parking control equipment, carbide and super-hard-tipped cutting tools, precision metal stamping punches, and components for plastic injection molds

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Growing Defense and Safety Contractor Sought Partner to Upgrade All HR Functions 

BOCA RATON, FL September 21, 2005 The Protective Group, Inc., a Miami-based company specializing in the manufacturing of personnel protective material for use in military, security and firefighting applications, and AlphaStaff Group, Inc., a market leader in Human Resource Outsourcing (HRO), today jointly announced that they have entered into a partnership through which AlphaStaff will provide the Protective Groups more than 200 employees (including its subsidiaries of Protective Materials and Chieftain Safety) with critical support in all areas of human resource administration

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MCAA Chooses HR Outsourcing Provider for Members

HR XCEL, LLC, announced today that it has been endorsed by the Mason Contractors Association of America (MCAA) to provide Human Resource Outsourcing, Benefits Administration and Payroll Solutions to association members and their employees.

Charlotte, N.C. (Thursday, September 15, 2005) – HR XCEL, LLC, announced today that it has been endorsed by the Mason Contractors Association of America (MCAA) to provide Human Resource Outsourcing, Benefits Administration and Payroll Solutions to association members and their employees

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The Lucky 13


by Denise Doig

September is back to school time, and HRO Today has updated its lesson plan. Last years incentives resource guide has expanded into this terms Lucky 13a list of top employee recognition and workplace performance outsourcing providers. With more underclassmen entering the arena, we decided to improve on our coverage.

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Suspiciously Odd Executive Pay Advice

Are million dollar salaries justified? Some board members think so.

by Matt DeLuca

In last month’s Killer Skills column, I promised to address one more major issue from the Annual SHRM Conference held in San Diego in June. At the conference, I really enjoyed all the presentations I attended except for one that continues to give me cause for concern. The topic of the presentation was compensation. The speaker was a compensation consultant from an old-line brokerage company that is currently providing HR services and had just been sold to a major bank.

I always wonder about those who make or advise executive compensation decisions today, as executive compensations continue to grow to more stratospheric heights with each round of CEO replacements. The spillover effect is now moving into HR with both positive and negative consequences–is $21 million really the appropriate total compensation number for at least one HR executive I know of?

At the conference, this particular compensation consultant waxed euphoric about how she “loves CEOs.” I had been concerned before she unapologetically shared that comment with the group, since I wondered if she had an appropriate sense of what her role entailed. How could she function effectively as a compensation consultant with her strong, boldly-shared bias? No sooner, though, had I put time and space between her comments and myself than I came across a column by Stanford Business School Professor Jeffrey Pfeffer in the July edition of Business 2.0.

In his monthly column, Professor Pfeffer, whom I had been familiar with in years gone by as a training and development professional, states, “Its infuriating when outsize CEO pay packages produce lackluster results. But get over it. Bad executives eventually wind up overboard.” Interestingly enough, Professor Pfeffer also serves on the Board of Directors for several companies and has an influence over executive pay practices. Not only does he consider coming to terms with CEOs’ salaries that often rival top professional athletes (already a problem if you ask me), but he also proceeds to quote Jeff Miller, a partner at five-year-old Redpoint Ventures, “who has served on several boards.” According to Miller, “If you think your CEO is doing a good job, pay him [sic!] accordingly. If not, get a new one.” I Googled Mr. Miller to find out a little more about his background in compensation evaluation. He has an MBA in electrical engineering and computer science and has worked for at least one prestigious organization, Intel. The Redpoint Ventures Web page gives no indication where Mr. Miller had the opportunity to develop his compensation expertise. I wonder what his opinion is about the demise of such organizations as Sunbeam, Enron, WorldCom, and Eastern Airlines and the role of their CEOs (not to mention their Boards).

My point is this: I would never assume to make decisions about electrical engineering or computer science or any other field for that matter; but I do know people who have spent a lifetime learning the complexities of the subject of compensation. I would encourage Jeffrey Pfeffer, Jeff Miller, and the nameless consultant mentioned previously to make the effort and give the time to learning compensation. They should seek out serious compensation experts like Graef Crystal and Bruce Ellig, to name just a few. In fact, Ed Lawler, Ph.D., a leading researcher and author in HR management and compensation (and named by both Human Resources Executive and Workforce magazines as a visionary in the field) is at Mr. Millers alma mater. This is important not only for their own edification but also for the well being of the organizations they continue to serve. To do otherwise is truly to continue on a dangerous path.

It is important to ensure that those from whom you seek expertise have a real respect for and understanding of the subject matter. What do you do if one (or more) of your board members is influenced by the compensation thinking of Jeffrey Pfeffer or Jeff Miller? Unless you address their advice head on with the backup and research of experts in the field, proceed at your own risk and dont be surprised if your stock options and retirement plans go the way of Enron and WorldCom employees’.

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Ceridian Forms Agreement With Rideau To Deliver Employee Reward And Recognition Programs

Ceridian will be first HR outsourcing company to offer comprehensive employee recognition programs

 (MINNEAPOLIS) – Sept. 1, 2005 – Ceridian (

www.myceridian.com), a leader in managed human resource management outsourcing solutions that maximize the value of people, today announced that it has formed an exclusive agreement with Rideau Recognition Solutions to deliver reward and retention programs to its clients

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Case Study: A Healthy Recgnition Program

How one company found success with IncentOne.

by HROT Staff

A major national managed healthcare service provider was in need of aprogram to recognize employees who were located in various locationsthroughout the United States. The rewards  program was for jobperformance achievements and employee length of service. The Fortune200 company required an easy to administer, Web-based program thatwould enable all participating supervisors to instantly deliver awardsand acknowledgements from their desktops to mailboxes with minimumcomplexity and overhead.  

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Case Study: Barton Beers Takes St. Pauli Girl Online

Barton beers incentive program goes online with help from all star incentive marketing.

by HROT Staff

Barton Beers is the number one independent beer importer in the United States and the number two U.S. importer of German beer, the award-winning St. Pauli Girl. In 2000, St. Pauli Girl was recognized as a “Comeback Brand” by Impact Databank. Barton Beers works very closely with its salespeople, suppliers, and nationwide network of approximately 630 distributors. Doing so has helped them achieve a record of brand development success that is unprecedented in their highly competitive industry.

In fact, the growing success of St. Pauli Girl Beer is due in part to Bartons commitment to rewarding the distributor salespeople that sell this product line. Since acquiring the once failing brand in 1992, Barton Beer has used sales- force incentive programs as a key element in their promotional plans.

All Star Incentive Marketing has run the St. Pauli Girl “Girls of Summer” incentive program for nine years. Previous to the 2003 online version, the solution was a “call-in” offline program. When a distributor salesperson gained a new St. Pauli Girl beer placement, they would call and record it on an answering machine. A Barton employee was designated to log these new placement calls. Salespeople were awarded points according to the number of new placements they made. With these points, salespeople redeemed rewards from a catalog.

The new online St. Pauli Girl Girls of Summer incentive program, streamlined the award allocation and redemption processes. Jim Goldie, vice president of the Eastern Division of Barton Beers, noted, “The timesaving benefit of the new incentive program alone has made the transition to an online version worthwhile.”

The new online edition of the program still targets the salespeople at key beer distributors. A total of 33 distributors were targeted to take place in the program and 88 percent participated. Each distributor has between 10 and 30 salespeople, for a total of approximately 600 participants.

The incentive program was communicated via e-mail and through direct contact between key Barton Beers’ personnel and the distributor sales manager. The details of the program were then communicated by the distributor sales manager to the salespeople.

Online participation was higher than previous offline involvement by a factor of nearly two to one. Weekly e-mails from the division office helped promote the program. Also, e-mails and phone calls from the respective regional managers were used to support the divisions communication. To facilitate measuring and tracking the program’s progress and success, distributors completed a tracking form.

The goal of the online program was to increase distribution of St. Pauli Girl beer packages by 4,000 new placements by providing incentives to key volume distributors in the Eastern Division. The challenge of the program was to increase secondary packages, to increase in-store presence and full-line sales.

Salespeople accumulated one to four award points per placement depending on the type of placement and number of facings. At the end of the program, points were totaled and participants were given an award code to access one of seven award levels. The more points a participant had, the higher the award level they were designated. In addition, the top two salespeople who earned the most total points were awarded a bonus Panasonic 32″ TV for their salesrooms.

The transition of the St. Pauli Girl program from a printed catalog to an online format was extremely successful, exceeding the programs goals with approximately 400 award winners and more than 4,000 new St. Pauli Girl Beer placements.  

Goldie noted, “The type of products that All Star offers as awards is one key to this programs success. At each level, the brand name products are memorable and motivating.”   

All Star Incentive Marketing and Barton Beer Inc. are already planning for the next online edition of the Girls of Summer incentive program. Heidi Chatfield, marketing communications manager at All Star, commented, The online solution process enables us to evaluate programs in action, making it easier for all involved to adjust an existing program and prepare for the next. This type of proactive analysis is a major benefit to all involved.

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