|
News Releases
CS!'s Lemke Re-Elected to CCA
Board
Downers Grove, Illinois, June 1, 2005 --- The Chicago Compensation
Association(CCA) announced at its Annual Meeting that Robert W. Lemke,
Managing Principal of Creat!ve Strategies, Inc. (CS!) was re-elected to
its Board of Directors and appointed its Secretary and Member Services
Director.
CCA is the premier resource in the metropolitan
Chicago region for compensation professionals at all stages in their
careers. CCA provides professional education, informational programs,
salary surveys, and networking resources to facilitate the transfer of
knowledge across its members.
As a member of its Board, Mr. Lemke will continue his
responsibilities for leading membership initiatives and building
association resources.
"This is a natural way for me to continue my long term
involvement in the Chicago compensation community. I look forward to
learning from my peers and the challenge of energizing its membership"
said Robert Lemke, Managing Principal of Creat!ve Strategies, Inc.
HRs' Top 2005 New Year
Resolutions
CSI recently completed its Third Annual Survey of HR Priorities and found
that the continued pressures of a changing business climate and increased
government regulations continues to mark high on HR professionals
concerns. In this survey, we asked Chicago area human resource (HR)
professionals what their "Top 5" New Year resolutions for 2005 were. We
think their resolutions could be a lagging predictor of things to come.
Here's what we found to be the "Top 5" HR professionals' New Year
resolutions for 2005:
1. Retain high caliber talent. 2. Target rewards where
we need them most. 3. Fix our performance management process. 4. Hold
managers accountable for HR work. 5. Improve our work climate.
The implications of these results are significant and
demonstrate the challenges facing the human resource profession in 2005.
An organization's reward and recognition program seems
at the center of these resolutions. While many organizations have spent
considerable resources developing a pay-for-performance philosophy, many
continue to struggle with how to manage expectations in our current
business climate. Tight merit increase budgets, inflexible pay and
incentive programs, inconsistent administration, and poor employee
communication all compete for a portion of the blame. Maybe it's time to
scrap our pay-for-performance philosophies?
On the other hand, business owners that balance their
incentive structures with unusually inclusive and motivating company
cultures may have a greater chance to succeed in the long term. They key
to this success may be the way a company promotes the employee's sense of
belonging to, or identity with, the company.
These results indicate that the HR profession
continues to be under tremendous pressure to demonstrate the value it
creates within an organization.
|
