TM - May 2008 - (Page 49) foot forward each day. Ultimately, this has translated to improved performance and dedication to customers and has enhanced recruitment and retention efforts. In fact, independent research confirms giving workers a significant stake in their companies increases dedication, improves work ethic and reduces rates of absenteeism and turnover. Recently published findings from the Employee Ownership Foundation’s 16th annual ESOP Economic Performance Survey suggest employee-owned companies perform better overall and deliver more wealth for employee-owners. More broadly, when comparing 2005 performance to that of 2006, the survey data show: • 72 percent of ESOPs indicated better company performance. • 82 percent of respondents said their employee-owned companies posted revenue gains. • 68 percent of respondents said being an ESOP improved the overall productivity of the company’s employees. A similar 2005 U.K. survey of business owners by the Employee Ownership Association revealed 72 percent of respondents thought staff worked harder under a co-ownership structure, 81 percent said employees took more responsibility and 49 percent thought competitiveness was enhanced. Getting the Message Out American Systems owes its success largely to the fact that the company’s management team is dedicated to leveraging its ESOP status as a competitive advantage in securing new and repeat business. To do that, the company uses a variety of communication channels to demonstrate the business case for hiring an ESOP vendor — better customer service and a stronger commitment to solving customers’ most difficult technical challenges — versus its non-ESOP competitors. For example, American Systems is running an advertising campaign that highlights employee-ownership in key trade publications that are widely read by potential and current customers and partners. These audiences look to ensure the best return on investment from their partnership and appreciate the work ethic, service and performance levels inherent to an employee-owned atmosphere. American Systems’ reputation, past and future, is built on the positive results that employeeowners deliver to its customers. Spreading the Message in the Company American Systems also has succeeded in a crowded IT vendor marketplace because of its commitment to its employee-owners, who receive constant updates on how they directly benefit from an ESOP and how the plan functions. For example, partially and fully vested employees are awarded a symbolic “piece of the pie” lapel pin. In much the same way American Systems relies on employee-owners to serve as brand ambassadors to ex- ternal audiences, the company uses the “piece of the pie” lapel pin to generate internal buzz and get out the ESOP message to internal audiences. To further ensure the message gets “in” the company’s multiple offices and sites, American Systems regularly communicates ESOP updates and spotlights new employee-owners in its corporate newsletter, “Perspective.” Transparent and thorough internal outreach is a key element in administering an ESOP and stems from the understanding that employees may not realize the full scope of the program’s perks if the details and benefits of an employee-ownership plan are not diligently and regularly communicated. Moreover, effective internal communications ensure employees understand what an ESOP is not, as well. ESOP participants/employeeowners take on certain responsibilities, such as recognizing and acting upon the fact that an ESOP is a supplemental retirement account and not necessarily a stand-alone retirement plan in itself. It is the role of the employer, then, to communicate that employee-ownership involves a substantial investment with real risks that should make up part — though not the totality — of a person’s retirement plan. May 2008 talent management magazine www.TalentMgt.com 49 http://www.TalentMgt.com
Table of Contents Feed for the Digital Edition of TM - May 2008 Talent Management - May 2008 Editor's Letter Contents Human Performance Leading Edge Learning Connections Make the Connection: Effective Employee Evaluations Vacation: The Benefit Many Employees Don't Take The Four Pillars of Managing Performance Transform Talent With Deeper Skill Specialization Mentoring's Role in Succession Planning Graybar: Supporting a Long-Term View of Talent Management American Diabetes Association: On a Mission to Improve Employee Health Taking the Talent Pulse: What Drives High Potentials? American Systems Employees Earn a Piece of the Pie Advertisers’ Index Editorial Resources Full Potential TM - May 2008 TM - May 2008 - (Page Intro) TM - May 2008 - Talent Management - May 2008 (Page Cover1) TM - May 2008 - Talent Management - May 2008 (Page Cover2) TM - May 2008 - Talent Management - May 2008 (Page 1) TM - May 2008 - Talent Management - May 2008 (Page 2) TM - May 2008 - Talent Management - May 2008 (Page 3) TM - May 2008 - Editor's Letter (Page 4) TM - May 2008 - Editor's Letter (Page 5) TM - May 2008 - Contents (Page 6) TM - May 2008 - Contents (Page 7) TM - May 2008 - Contents (Page 8) TM - May 2008 - Contents (Page 9) TM - May 2008 - Human Performance (Page 10) TM - May 2008 - Human Performance (Page 11) TM - May 2008 - Leading Edge (Page 12) TM - May 2008 - Leading Edge (Page 13) TM - May 2008 - Learning Connections (Page 14) TM - May 2008 - Learning Connections (Page 15) TM - May 2008 - Learning Connections (Page 16) TM - May 2008 - Learning Connections (Page 17) TM - May 2008 - Learning Connections (Page 18) TM - May 2008 - Learning Connections (Page 19) TM - May 2008 - Learning Connections (Page 20) TM - May 2008 - Learning Connections (Page 21) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 22) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 23) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 24) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 25) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 26) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 27) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 28) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 29) TM - May 2008 - The Four Pillars of Managing Performance (Page 30) TM - May 2008 - The Four Pillars of Managing Performance (Page 31) TM - May 2008 - The Four Pillars of Managing Performance (Page 32) TM - May 2008 - The Four Pillars of Managing Performance (Page 33) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 34) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 35) TM - May 2008 - Mentoring's Role in Succession Planning (Page 36) TM - May 2008 - Mentoring's Role in Succession Planning (Page 37) TM - May 2008 - Mentoring's Role in Succession Planning (Page 38) TM - May 2008 - Mentoring's Role in Succession Planning (Page 39) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 40) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 41) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 42) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 43) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 44) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 45) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 46) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 47) TM - May 2008 - American Systems Employees Earn a Piece of the Pie (Page 48) TM - May 2008 - Editorial Resources (Page 49) TM - May 2008 - Editorial Resources (Page 50) TM - May 2008 - Editorial Resources (Page 51) TM - May 2008 - Editorial Resources (Page 52) TM - May 2008 - Editorial Resources (Page Cover3) TM - May 2008 - Editorial Resources (Page Cover4)
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