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We all know that recognition can be a powerful motivator for engaging today's workforce. Common sense and research data tell us that if someone feels appreciated, they are more likely to be engaged.

In the next five years, businesses will experience major demographic changes as far as their workforces are concerned. . . .

Please join us for a complimentary webinar as we discuss the findings from an exclusive HR-specific recalibration of Fortune magazine's 2011 Most Admired Companies rankings, as well as key HR and business practices that distinguish these companies from their competitors. . . .

We all know that the annual performance appraisal does not work. So the real question HR leaders should be asking today is, What should replace it?

Bersin research shows that modern performance management is frequent, collaborative and engaging -- and that it enables employees to get feedback on a regular basis about their performance. . . .

Organizations today regularly use HR metrics, but struggle to get clarity and value from the data -- and then use the information to successfully drive the right kind of decision-making.

The goal of talent metrics is to not only measure and report workforce data, but to successfully link specific HR practices to business outcomes, such as increased revenue and decreased costs. . . .

As the economy continues to improve, companies are looking to transition from surviving to thriving. Most companies focus their time and budget on 99 percent of the employee contract, including health benefits and pay, hoping to drive long-term engagement. . . .

Why would you hire a veteran? Because it's good business. Veterans bring with them a sense of discipline, teamwork, loyalty and work ethic.

In many cases, veterans have been tested in ways most civilian recruits haven't: They've had to make snap decisions in extremely stressful conditions. . . .

Every leader now faces what Richard Axelrod -- author of the best-selling "Terms of Engagement: New Ways of Leading and Changing Organizations" -- calls the eternal question of change management and employee engagement: "How do I engage people in the purpose of the enterprise? . . .

The typical employee rewards-and-recognition program is designed to recognize behaviors that reinforce a company's culture, mission, values and performance. Whether the participant is a peer in a "peer-to-peer" program or a supervisor or manager in a more formal program, the "recognizers" are usually employees. . . .

There's never been more excitement about the way organizations may use social networking in their recruiting efforts. Yet, for most of us, there is confusion about the best way to utilize these powerful channels, especially to generate measurable results in an organization's talent-acquisition strategies. . . .

Don't miss this business conversation between Bill Kutik, technology columnist for Human Resource Executive® magazine and co-Chair of the HR Technology® Conference, with the co-founder of the hottest HR technology consultancy in the United States, Jason Averbook of Knowledge Infusion. . . .

Does your organization proactively create HR initiatives that align business strategies with employees and workplace culture? Does your organization have a talent strategy that is connected to organizational priorities? . . .

Red Auerbach, the nine-time NBA champion basketball coach, was once asked how to motivate a team. "One player at a time," he replied.

The same is true for filling your leadership pipeline, be it through internal or external candidates: You fill it one manager at a time. . . .

The skill set for effective HR leadership is changing rapidly to meet the strategic demands of an increasingly challenging and complex business environment.

No longer will mastering old-school human resource competencies earn HR leaders the respect and credibility they'll need to both collaborate with top leaders and guide their organizations to ensure business goals are met. . . .

The best companies in the world aren't outpacing their competitors because they're just better. They've spent considerable resources designing innovative products, developing more efficient processes or creating revolutionary market strategies. . . .

As companies refocus on growth, one thing that many organizations have in common is a deep concern about talent and performance management.

These issues pose a number of challenges for many organizations, including manager effectiveness -- given expanding workloads and spans of control -- limited merit and incentive budgets, new complexities presented by a lack of career-advancement opportunities and the retention of critical skill employees. . . .

Your organization has been tasked with being seen as a great place to work, reducing employee churn, recruiting top talent, figuring out what to do about social media, and aligning employees with company strategy. . . .

There isn't an area of human resources that hasn't been touched in some way by social media -- but few, if any, have been affected as much as recruiting. As companies begin to ramp up their hiring efforts, social-networking tools such as LinkedIn, Facebook and Twitter are transforming how employers find and attract key talent. . . .

Contrary to popular belief, the biggest challenge in executive compensation today is not excessive government regulation. The biggest challenge is driving exceptional performance.

Executive compensation and incentives are incredibly powerful tools for directing and motivating people to achieve the company's purpose, mission, strategy and objectives. . . .

Astute HR leaders are increasingly aware of the importance of stocking and maintaining their leadership pipelines. The "fast-track" to a leadership position in business can be a bumpy and often frustrating road, not only for high-potential candidates, but also for the leadership teams trying to develop them. . . .

Virtually every study identifies innovation as a key to future success and companies talk about the critical role talent plays in that success. Yet little has changed in the way organizations manage the development of key talent today. . . .

How have the 2010 Fortune® Most Admired Companies kept employees on board and motivated them in an environment where tough decisions needed to be made on an almost daily basis -- and how are they re-engaging and re-energizing their workforces as they prepare for recovery-related growth? . . .

Few companies deny that talent is important, but the ones that recognize talent as a moving target and adjust their aim will set themselves apart. This webinar will focus on the core elements of next-generation talent management -- workforce planning, talent sourcing, retention and a sustainable, yet flexible, operating model. . . .

While many companies may believe an economic downturn will automatically motivate employees to stay and perform at their highest levels (principally to save their jobs), that's not true ... nor is it what data and case studies demonstrate. . . .

Healthcare reform promises a decade of change ahead -- change that will impact all levels of your organization and will touch upon very personal and emotional issues for your employees and their families. . . .

Join Elaine Orler, HR thought leader and president of Talent Function Group, as she discusses the top influences impacting recruiting efforts now and going forward into 2011.

During this informative presentation, Elaine will provide valuable insight into the changes that have taken place over the course of this year and highlight where the real innovations will be happening in 2011. . . .

Employees today are 10 times more likely to file a wage-law class-action lawsuit than one based on discrimination or harassment.

In class-action wage-and-hour civil suits, the average settlement in 2009 was $8. . . .

"Benefits communication" is outmoded. Using data-based insights to market wellness is what will engage employees and create success.

Additionally, integrating techniques derived from the field of behavioral economics helps us to view health engagement from a broader perspective. . . .

Smart companies realize that talent activities are inextricably linked. The success of an organization's talent strategy depends on the integration of its talent processes, including recruiting, development, performance management, compensation, and career and succession planning. . . .

Major changes are in store for corporate healthcare benefit programs as implementation of the new healthcare law draws closer. The new law is complicated and, in some cases, unclear.

However, human resource leaders must begin preparing now to comply, as some of the provisions in the law will take effect both this year and next. . . .

Recruiters love to describe themselves as "full lifecycle." It depicts their breadth of experience and versatility. In a smaller environment where demand is low, that can be valuable. But in a larger company with high volume, it just doesn't work. . . .

Union organizing today is more of a challenge to employers than in the last decade. The recession of the past two years has helped push union membership in the private sector down to 7.2 percent, its lowest point since the passage of the National Labor Relations Act in 1935. . . .

The global economy is slowly getting back on its feet, and new lessons have been learned about the critical relationship that exists between a company's business strategy and its workforce. Of course, sometimes what is required to recognize that relationship is an extended period of economic disturbance -- a time when HR leaders put a hold on hiring and spending, and revisit every assumption underlying their people strategies and operating models. . . .

Overwhelmed by the dizzying array of legislation, regulation and legislative developments in play that potentially impact HR leaders?

Cara Welch of WorldatWork will cut through the mountains of information to hone in on what is important to the profession. . . .

Have you ever had to ask a direct report to raise the bar on his performance -- without being able to offer any financial or promotion incentive?

Ever had to explain to an employee why her behavior -- in words and actions -- conflicts with the culture of your team or company? . . .

Managers play a vital role in developing, engaging and retaining employees, especially when times are volatile. Recent research, however, shows that less than half of organizations believe their managers are effective when it comes to communicating with employees, helping them with their career development and promoting the employee-value proposition. . . .

For the third year, Knowledge Infusion and Human Resource Executive® have teamed together to bring the HCM community a revealing study on how organizations are moving forward with integrated talent management initiatives, and the growing role of social collaboration. . . .

Since its creation, the Family and Medical Leave Act has offered complex challenges to human resource leaders as they craft policies and procedures to comply with the law and its relationship to the Americans with Disabilities Act, workers' compensation laws and other state and federal employee-leave regulations. . . .

Although it's made notable progress since its days as "personnel," HR is still challenged with measuring and exhibiting its value. This no longer needs to be the case.

There are now able technologies, and proven-processes and know-how, which allow HR to measure its impact on business operations, customer experiences and financial results. . . .

HR technologies and the processes they support have emerged as an important way to help organizations execute key HR activities. But equally importantly, when deployed strategically, they can lead to greater employee and applicant engagement by fostering greater accountability, engendering greater employee self-reliance, supporting the culture and the brand of the organization, and demonstrating the organization's priorities and values. . . .

People and talent issues are now widely recognized as critical to business success. Uncertain economic conditions, monumental demographic shifts, entry into new and emerging markets, virtual and globally mobile workforces, and ever-changing risks and threats are forcing companies to take bold, definitive actions to improve how HR supports the business. . . .

Wage-and-hour compliance is one of the most difficult and persistent problems for employers -- and it has become an even greater challenge during the current economic downturn.

In this hour-long Webinar, Paul DeCamp, former administrator of the Department of Labor's Wage and Hour Division, will review the latest trends in wage-and-hour investigations and litigation; the practices and policies that expose organizations to higher risk; and the five steps HR leaders can take to make it easier to minimize compliance risk. . . .

Bersin & Associates and Human Resource Executive® recently conducted the second annual comprehensive study of corporate talent management. The study found most companies are progressing in their talent management efforts, with a top priority on performance management necessitated by tough times. . . .

Every organization today must evaluate its strategy for Web 2.0 and social-collaboration tools. While many HR leaders are afraid to let these technologies into the workplace, there are many benefits for the business. . . .

As we move through this recession, HR leaders must intensify and upgrade their talent-management practices and approaches. Using fewer resources, organizations must continue to recruit, develop and retain necessary talent -- engaging employees while spending less. . . .

What are the most effective reward and recognition practices? What are the key drivers for attracting and retaining pivotal employees?

In this Webinar, Laura Sejen will share findings from recent research surrounding ways to identify, reward, recognize, engage and retain top-performing employees. . . .