TM - June 2008 - (Page 34) “Not all nonprofits are necessarily the same,” Macias said. “As a private nonprofit foundation, we have more resources that we can throw at our benefits. The cost has increased dramatically over the last four years, [but] we haven’t changed our benefits because we still see that as a critical component of our total rewards policy.” T uesday, June 10, 2008 • 11AM PT/2PM ET Think Out of the Box After lifelong careers in corporate America, many baby boomers will retire ready to move on to the next stage of life. For some that may mean volunteering for a social cause. As a talent shortage brews, nonprofits stand at a prime advantage to take on these retiring boomers. “Perhaps they’ve been in corporate jobs for most of their life and it hasn’t been their true passion,” said Lenny Sanicola, benefits practice leader for WorldatWork, an association of human resource professionals. “Now they may retire and go to work for a nonprofit organization where they have an opportunity to pursue a passion or be a part of an organization whose mission they value. Nonprofits would be well-served to take advantage of that opportunity because, as that sector continues to grow, they’re going to experience some talent [shortages].” Promoting their mission and providing flexible work schedules are two strategies nonprofits can use to harness this retiring generation. T alent Management Experience Series: Part 2 – The Business Leader’s Experience In the second Webinar in the three-part series, “Talent Management Experience Series,” Talent Management magazine, Bersin & Associates and Cornerstone OnDemand collaborate to share what business leaders need from talent management systems: processes to ensure they meet their strategic operational goals and objectives and how to get support and buy-in from this important user audience. T uesday, June 24, 2008 • 11AM PT/2PM ET Moving Your T alent Management Strategy From Vision to Reality: A Case Study Organizations around the globe continually are forced to refine their business strategies to stay ahead of the competition. Creating a vision and a strategy to accomplish this is no longer just another HR initiative. But how do you translate the vision into a strategy? Sarah Chavarria, Catholic Healthcare West’s (CHW) director of e-learning and organization development, and Susan Tonkin, senior product marketing manager at Saba, will discuss these topics and provide you with a case study. “Baby boomers have made their nest egg. They’ll have achieved whatever career goals they have aspired to achieve, so the mission-driven work is very compelling,” Macias said. “The salary’s not what they’re after. They’re going to value flexible work schedules, and the fact that we have ours in place will help us.” In the nonprofit sector, creating a competitive compensation and benefits strategy is important to attract talent, but developing a total rewards package may be more important. “Employees nowadays are looking at the whole package: ‘What’s my base salary, do I have incentives, what are my benefits, can I telecommute, can I have flex time, can I have a relaxed dress code and is it family-friendly?’” Glantz said. “[If] a not-for-profit can offer what’s considered an attractive total rewards package, [it’s] going to help that company.” In addition to a more flexible working environment, nonprofits can use their missions to compete against for-profits for talent. “[Nonprofits] have to look beyond their traditional compensation and benefit packages,” said Sanicola. “It might be the humanitarian mission. In some cases, it might be the flexibility of working there. It’s really looking for other ways to brand and market and build that competitive advantage.” “We have to be creative about how we define parity,” Macias said. “We have to look at that suite of total rewards. We have to be more creative about the tools we use and how we use benefits to make a compelling value proposition for employees who might otherwise not consider a nonprofit. There’s extrinsic and intrinsic value, and when you consider all of those things, yes, we think we are competitive.” Just as it happened in the for-profit sector, more and more nonprofits are moving away from 100 percent employer-paid health insurance as costs continue to rise. T register, go to o www.talentmgt.com/ events. Now featuring “Quick Register” for returning attendees. http://www.talentmgt.com/events http://www.talentmgt.com/events
Table of Contents Feed for the Digital Edition of TM - June 2008 TM - June 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The New Components of Compliance Candid Culture: Embracing Employee Complaints Transitioning to a New Era: C&B at Nonprofits Three Ways to Build Successful Manager-Employee Relationships Implementing Successful Learning Programs The Succession Fix Fifth Third Bank: Putting People First Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu Workforce Readiness: Preparing Personnel to Meet Business Goals Kelley Blue Book: Writing the Book on Performance Management Advertisers’ Index Editorial Resources Full Potential TM - June 2008 TM - June 2008 - (Page Intro) TM - June 2008 - TM - June 2008 (Page Cover1) TM - June 2008 - TM - June 2008 (Page Cover2) TM - June 2008 - TM - June 2008 (Page 3) TM - June 2008 - Editor’s Letter (Page 4) TM - June 2008 - Editor’s Letter (Page 5) TM - June 2008 - Editor’s Letter (Page 6) TM - June 2008 - Editor’s Letter (Page 7) TM - June 2008 - Editor’s Letter (Page 8) TM - June 2008 - Contents (Page 9) TM - June 2008 - Contents (Page 10) TM - June 2008 - Contents (Page 11) TM - June 2008 - Human Performance (Page 12) TM - June 2008 - Human Performance (Page 13) TM - June 2008 - Leading Edge (Page 14) TM - June 2008 - Leading Edge (Page 15) TM - June 2008 - Foundations (Page 16) TM - June 2008 - Foundations (Page 17) TM - June 2008 - The New Components of Compliance (Page 18) TM - June 2008 - The New Components of Compliance (Page 19) TM - June 2008 - The New Components of Compliance (Page 20) TM - June 2008 - The New Components of Compliance (Page 21) TM - June 2008 - The New Components of Compliance (Page 22) TM - June 2008 - The New Components of Compliance (Page 23) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 24) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 25) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 26) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 27) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 28) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 29) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 30) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 31) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 32) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 33) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 34) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 35) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 36) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 37) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 38) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 39) TM - June 2008 - Implementing Successful Learning Programs (Page 40) TM - June 2008 - Implementing Successful Learning Programs (Page 41) TM - June 2008 - The Succession Fix (Page 42) TM - June 2008 - The Succession Fix (Page 43) TM - June 2008 - The Succession Fix (Page 44) TM - June 2008 - The Succession Fix (Page 45) TM - June 2008 - The Succession Fix (Page 46) TM - June 2008 - The Succession Fix (Page 47) TM - June 2008 - The Succession Fix (Page 48) TM - June 2008 - The Succession Fix (Page 49) TM - June 2008 - Fifth Third Bank: Putting People First (Page 50) TM - June 2008 - Fifth Third Bank: Putting People First (Page 51) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 52) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 53) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 54) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 55) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 56) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 57) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 58) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 59) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 60) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 61) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 62) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 63) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 64) TM - June 2008 - Editorial Resources (Page 65) TM - June 2008 - Full Potential (Page 66) TM - June 2008 - Full Potential (Page Cover3) TM - June 2008 - Full Potential (Page Cover4)
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