Vox Mobile recognized that innovation can come from any level and wanted to honor and recognize innovative ideas that contributed to the development of new products, behaviors, efficiencies, or savings. Vox Mobile strives to provide best-in-class service and support to its customers and prospects and this program was designed to help position itself as a market leader. More...
This white paper is based on research from the NorthCoast 99 winners regarding how their organizations define a top performer and use these definitions to guide their selection, performance management, and other workplace practices. It is ideal for organizations seeking to build a workplace for top performers and those participating in the NorthCoast 99 program. Specifically, the paper summarizes:
- Why it’s important to define a top performer and focus on top talent specifically
- How top performers are defined at organizations, including descriptions of key competencies and behaviors top performers exhibit and how these vary by industry
- Two step-by-step models for defining and identifying top talent
- Ways to consistently integrate this definition into your workplace and HR practices
- Three ways to create a workplace culture that attracts, retains, and engages top performers
Five years ago, AMRESCO faced poor turnover and retention rates, particularly with two critical departments. Realizing that it could not grow its business with these retention issues, AMRESCO created a long-term plan to improve its on-boarding, employee development, and workplace initiatives to better retain its talent. More...
In 2011, Apple Growth Partners saw an opportunity to invest time and resources in succession planning and leadership development. The firm realized that it needed to engage the next generation of leadership in the organization for its long-term sustainability and to shape how the organization will look and perform in the next decade. More...
This white paper, based on research from ERC's 2011 Top Performer Engagement Survey conducted through the NorthCoast 99 program, showcases the key drivers (workplace factors) that most influence the retention of top performers in Northeast Ohio – specifically what makes top performers stay at their employers and what makes them leave their organizations. It also identifies specific workplace factors influencing top performer retention by industry, including manufacturing, health and human services/non-profits, and professional services organizations.
Lachina Publishing has gone through a major growth phase, tripling its full-time employees in a span of 3-4 years. In 2011 alone, the organization hired 12 new employees of only 33 total employees. In the midst of its process, the organization recognized that its infrastructure needed to adapt to support its incredible growth.
The organization facilitated a series of staff workshops and identified key areas that the staff felt needed improvement, one of which was a professional development program. Employees said they wanted a clearer definition of job responsibilities, career growth paths, the organizational chart, compensation adjustments, regular performance reviews and feedback, and the opportunity to set goals and pursue continuous learning in a more formal way. This feedback led the way to the development of a new professional development program. More...