Media Center
Articles By David Wudyka:
Some people associate fair pay with what one receives for “a fair day’s work.” This is certainly one way of understanding it. But setting that pay rate is where the problems begin. What is fair to one person is not always fair to another. (Read More)
Unifying Rather Than Divisive Pay Strategies Within Organizations:
Effective pay strategies that unify rather than divide a work force are critical to the future success of all organizations as managers confront various work force issues, including a shrinking labor pool and intense competition to attract the best workers. (Read More)
Beyond the Human Resource Function: What Lies Ahead?:
An increasingly common theme in Human Resource (HR) literature in the 1990’s concerns how the HR Department can make a greater contribution to the success of the business it serves. To do so, we must first change our view of the Human Resource role as being only executable within a traditional “Department.” We must view HR more as a “function,” or “a set of activities,” than as a department. While HR services may not be delivered in the future via what we know as a Department, they must be delivered in some way. This article is about the realm of possibilities. (Read More)
Motivating and Rewarding “Value Adding” Performance:
For decades one of the most perplexing challenges for compensation incentive plan designers has been to identify a high impact strategy for motivating and rewarding middle management. To be a “high impact” plan, the incentive plan should motivate middle managers to closely identify with the business, and to enhance its value. (Read More)
Company News Releases:
David Wudyka Receives ACA's Lifetime Achievement Award:
David J. Wudyka, founder and president of Westminster Associates, a human resources and compensation consulting firm, recently received a Lifetime Achievement Award from the American Compensation Association (ACA), now known as World at Work, combining the American Compensation Association and the Canadian Compensation Association. The award recognizes a member¹s “ongoing commitment and contribution to the compensation and benefits profession.” (Read More)
A few years ago, when unemployment rates were higher, we conducted a survey of more than 200 CEO’s. We found that employers who had active, formal retention programs were significantly less concerned about employee turnover, and had less of it, than those with no formal program. For those companies with no program, turnover was not a major concern at the time. Employees, however, were worried about keeping their jobs and were less likely to leave their employers. (Read More)
Anatomy of a Job Loss: A New Corporate Strategy Emerges:
It is not surprising these days to hear of someone losing their job. Companies sometimes maintain that this can be good for job losers because it represents an opportunity for a “new beginning.” The truth is, job loss is rarely a good thing for anyone, especially in a downsized business world, and especially if it happens to you. But there is a new insidious species of job loss growing inside U.S. workplaces. It results in the “de-enrichment” of jobs, and it is not apparent to the general workforce. We are not yet comfortable with it, nor accepting of it, in the way we have grown to reluctantly accept downsizing. To understand job de-enrichment, though, we must first understand something about how jobs are designed today. (Read More)