how to create barcode in vb.net 2010 NINE Building Healthy Employee-Employer Contracts in Software

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CHAPTER NINE Building Healthy Employee-Employer Contracts
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MAKING HEALTHIER CONTRACTS
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Acknowledging the importance of human capital, enhanced by the use of technology, companies can design and implement healthy contracts with employees. To begin with, we must first acknowledge that the line between the company and the employees is increasingly blurred. The us versus them relationship between employers and employees (typified in the traditional union/management conflict) is in transition. Both companies and employees are beginning to recognize they are in this together. Employees are no longer cogs in a production wheel or interchangeable parts. Individually and collectively, people make a varied and valuable contribution to the organization. This is the basis of the healthy contract. The first premise is if human capital is one of the most valuable assets, if not the most valuable asset of a company, then people need to be treated as such. In a state-of-the-art production facility, the company spends an enormous amount of time, resources, and money to make sure the plant is operating at peak efficiency. Every facet of its output is monitored. Based on that feedback, the production process is constantly being adjusted to improve the operation and squeeze out every increment of productivity. In the age of human capital, we have to pay the same level of attention to people, their well-being, their growth and development, and their output. This starts with how people are hired. Companies recruit and hire people based upon skills, competencies, behaviors, and abilities. Then people are given opportunities that match their skills, proficiencies, and even their personalities, emotional predisposition, motivational level, and risk tolerance. They must be provided with good direction and management; frequent, objective, and useful feedback; and clear opportunities to challenge themselves in their areas of weakness so that they can grow and improve as assets of the organization. To fully develop their human capital, companies must offer training opportunities to all employees and executives to grow and develop. To some extent this is already happening not only at the top echelon of Corporate America but also in small businesses. Bob Wright of the Wright Institute for Lifelong Learning in Chicago has created a remarkable organization for fostering
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PART TWO Elements of the Solution
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personal growth and development. Most importantly he practices what he preaches. For example while administrative staff make a relatively low salary by corporate standards, an additional 25 percent or more of their pay is variable based on their productivity and contribution to the organization. Moreover Bob provides his staff with a remarkable amount of training to further their personal and professional development. Someone making $40,000 a year may receive $20,000 to $30,000 worth of training. These individuals grow and develop more in one year than employees at other firms do in 5 or 10 years. Regardless of where their careers take them, their experience at the Wright Institute helps them focus more clearly on what they want out of life and gives them the courage and skills to pursue it. This is no accident. Employee development is an important part of Wright s business purpose and philosophy. In my own career I recall when I worked as a compensation consultant with Sibson & Company, a premier compensationconsulting firm. Sibson had one of the most rigorous and meaningful performance evaluation processes I ve ever seen or been a part of. At Sibson, we expected a lot from our employees, and twice a year we conducted thorough reviews that included both written and verbal feedback. Evaluations were based not only on each employee s financial contribution but also on how well he or she exemplified and promoted the values of the firm. For every criticism made or shortcoming cited, a developmental goal was suggested. Companies today expect much different types of contribution from employees. On one hand employees are expected to work hard and produce results according to prescribed expectations. On the other they are expected to think independently and to take appropriate risks. At the same time employees must be able to operate within teams. Thus the three criteria for employees are to be: good leaders, good followers, and good team players. Admittedly this is an extremely complex skill set. However, effective compensation systems in tandem with good performance management and performance measurement systems should encourage and reward all of these desired behaviors and results.
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