Resource Library

GSMI offers a comprehensive library of blogs, Articles and White Papers, discussing today's hottest and leading management methodologies and strategies.  Use the navigation to scroll through and find the information that pertains to you and your performance management needs.

GSMI is always looking for the most up to date case studies and effective information to provide executive leaders today.  If you have an interesting article to publish fill the form out below and contact us.

 

By GSMIweb on 22-Apr-10 02:23.

Did you know that you may be eligible for a substantial tax deduction of up to $1.80 per square foot for improving the energy efficiency of your building or designing energy efficiency into your new building? If you're already thinking of a retrofit project, this can significantly improve your Return on Investment. If not, act quickly because this benefit is set to expire at the end of the year. The Energy Policy Act of 2005 includes a tax deduction for investments in "energy-efficient commercial building property" designed to significantly reduce the heating, cooling, water heating, and interior lighting energy cost of new or existing commercial buildings. To be eligible, the energy-efficient commercial building property must be placed in service between January 1, 2006 and December 31, 2008. Warehouse and industrial facility owners can now reduce the payback period of investing in energy-efficient retrofit projects or new components with the added benefit of deducting up to the entire expense of these costs immediately instead of depreciating them over 39 years.
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By GSMIweb on 22-Apr-10 02:22.

Poor Performance Reward and Recognition by Chris Herrmann The most effective tool in a manager's toolkit for dealing with poor performance is coaching. Not screaming at them from the stands and withholding rewards, but working with them down on the pitch to find out what's causing the problem and building their fitness and stamina like the corporate athletes they should be. The study of how we interact with one another in society is called Transactional Analysis. This research has broken down the complexities of the hundreds of interactions that we have every day into a simple model. In principle, there are three modes we can adopt in any transaction that we participate in with another human being. We can choose to be Adult, which is a non-judgmental, constructive approach. We can choose to play the role of a Critical Parent, which involves being highly scathing and negative, or we can choose to take the role of Child. There are a few variations on the child role, but the simplest is the submissive, fearful role; a bit like catching a rabbit in your headlights.
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By GSMIweb on 22-Apr-10 02:20.

Moving the Needle on Employee Engagement and Commitment by Regina Barr When it comes to employee engagement and commitment to an organization, most companies would agree that they ‘have some, want more'. Why? These companies have come to recognize that their organization's long-term success relies on employee performance, which is directly impacted by the level of employee engagement and commitment to an organization. How is employee engagement and commitment defined? According to a 2003 report by Towers Perrin, it is defined as "employees' willingness and ability to contribute to company success". What does that mean in real terms? It is the extent to which your employees are willing to put discretionary effort into their work in the form of "extra time, brainpower and energy". If you're like most corporate leaders, you are probably thinking to yourself, ‘wishful thinking". Worse, some corporate leaders think that simply making people happy and paying them more money is the solution. Not so. These are certainly important considerations for any company that wants to attract and retain the most qualified individuals, however, they are less important when it comes to engaging employees in their work. Further, engagement requires both a rational and emotional commitment. And, as you might suspect, it is far more difficult to engage employees emotionally. You have to engage not only their minds but their hearts as well.
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By GSMIweb on 22-Apr-10 02:19.

Looking to Increase Employee Performance? Motivation Is Critical by Dick Grote What's an organization to do when all of its honest and genuine efforts to motivate Sally and Sam to come to work on time, work safely, deliver efficient services, and act as if they were happy to be a part of the team, fail? There is no shortage of pop-psych books and motivational speakers who'll tell you a thousand-and-one ways to light a fire in Sam's belly. But what do you do when the fire goes out and none of those thousand-and-one ways seem to work any more? What do we really know about motivation? Does Anything Work? Given the constant barrage of pep talks and posters, slogans and free advice on the topic of motivation, there should certainly be at least a couple of core principles that predictably work every time. Aren't there? Or are we stuck with the notion that everybody's an individual, and what's a turn-on for Sally is likely to be a turn-off for Sam? Rather than speculate, let's gather s
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By GSMIweb on 22-Apr-10 02:18.

How to Design a Good Incentive Plan by Bob Normand Incentive plans should not result in arbitrary distributions of money casually decided upon by senior management. Instead, a good incentive plan must be quantified, must be a predictable result to the employee and must be directly related to measurable performance beyond the norm. This differentiates incentive plans from savings or retirement plans. Incentive Plans Should Be Universal Get your entire staff to pull in the same direction by designing your incentive plan to include all employees at some level of participation and only after a temporary evaluation period with the company (often 90 days). Many plans include part timers as well as full timers but at a somewhat lesser share of the proceeds. Incentives Must Be Significant and of Perceived Value to the Recipient To create a real incentive, the recipient must perceive the potential reward as a significant addition to income. Otherwise, the incentive is looked upon as deserved supplemental income or even a "benefit". To add further to the perceived value, there should be public (company) recognition of the employees' performance.
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