Research Reports and White Papers
While many companies did whatever it took to survive during the recession â€“ reducing head count, freezing salaries, suspending contributions to retirement plans, eliminating training programmes â€“ a number of organisations weathered the crisis particularly well, demonstrating resilience and maintaining consistently above-average performance.
This Perspectives article discusses the critical link between employees' level of well-being and engagement.
â€˜TURBOCHARGINGâ€™ EMPLOYEE ENGAGEMENT: THE POWER OF RECOGNITION FROM MANAGERS Part 1 â€“ A high-performance engine.
â€˜TURBOCHARGINGâ€™ EMPLOYEE ENGAGEMENT: THE POWER OF RECOGNITION FROM MANAGERS Part 2 â€“ The virtuous circle of recognition and engagement A turbocharger enhances a carâ€™s performance by increasing the amount of horsepower without increasing the size of the engine. In a similar way, manager recognition has the power to noticeably â€˜boostâ€™ the engagement of employees without increasing the size of companiesâ€™ reward expenditure.
This article takes a look at how one client used employee engagement surveys to drive business results.
Evolving Compensation Strategies for an Uncertain Economy: The 2009/10 Global Compensation Planning Report
Economic recovery presents a new set of talent and reward challenges for employers worldwide. Our 2009/10 Global Compensation Planning Report shows that, while salary budgets will remain tight, many companies plan modest increases for the coming year.
This article discusses how talent attraction and retention is central to an organizationâ€™s long-term success.
This brochure describes how Towers Perrin can help companies can use employee culture surveys to minimize risk and maximize safety.
This white paper, developed by Towers Perrin and the Harvard School of Public Health Forces of Change program, examines the human capital challenges facing the health care industry today and how business leaders can position their organizations for success.
Companies are struggling to balance pressures to cut costs with ongoing talent management needs in response to the sour economy, according to a Towers Perrin pulse survey of nearly 700 HR executives in the U.S.