The Readership Institute's study on People Management Practices asked employees to indicate to what extent highly-effective practices are in place at their newspaper in the areas of selection, compensation, development, and performance management.

Here are the practices employees were asked about. The bold-face bullet items indicate "what you should strive to achieve." The light-face items listed under each of these are "what you can do."


SELECTION

• Selection criteria and processes have consistent structure
  
  • The standards we use for selecting internal candidates for open positions are set at relatively high levels.
    
  • The selection standards we use for outside hires are set at relatively high levels.
    
  • Our selection process is efficient (i.e. provides us with qualified people quickly).
    
  • When we consider candidates from outside the newspaper to fill job openings, the size and quality of our external applicant pool is strong (i.e. we consistently choose among many qualified candidates).
    
  • The selection criteria used to fill job vacancies are clear and consistently applied.
    
  • The selection process used to fill job vacancies is clear and consistent.
    
  • Our newspaper works to continuously improve the selection process and criteria.
    
  • We use approaches such as Web sites, employee bonuses for successful referrals, etc., to increase the number of outside candidates for job openings.
    
  • We hire some of the best quality people in the industry.
    
  • We evaluate whether the ways we use to identify and attract potential candidates (e.g. use of search firms, employment agencies, Web-based recruiting, employment ads, referrals, etc.) are effective.
    
  • We evaluate whether the ways we use to assess and select candidates (e.g. interviewing, testing, assessment centers, etc.) are effective.

• Selection skills are a key leadership attribute
  
  • Selection of qualified people for position vacancies is a top priority of our newspaper's leaders.
    
  • Our leaders are held accountable for attracting and selecting high-caliber candidates from outside the industry.

• Seek to fill positions internally
  
  • Open positions within our newspaper are well known to appropriate employees in the organization.
    
  • Our newspaper has an effective formal process for communicating job openings to potential candidates inside the newspaper.
    
  • We encourage self nomination to open positions.
    
  • When choosing between equally qualified candidates, our newspaper generally chooses an internal candidate over an external candidate.

COMPENSATION

• Market-based compensation
  
  • Our newspaper's compensation programs and levels are aligned with the competitive practices of our industry and in our market.
    
  • Our newspaper's compensation programs enable us to attract and retain required talent.
    
  • Change in external market pay levels is a key determinant in reviewing fixed (i.e. base salary) levels.

• Performance-driven rewards and recognition
  
  • Our compensation programs have strong linkages between organizational and individual objectives.
    
  • Performance is the key determinant in establishing variable compensation (i.e. incentive) levels.
    
  • Performance is a key determinant in reviewing fixed (i.e. base salary) levels.
    
  • Change in overall job accountabilities is a key determinant in reviewing fixed (i.e. base salary) levels.
    
  • Our compensation programs support the philosophy of providing superior rewards for superior performance.
    
  • Our newspaper effectively recognizes (formally and informally) performance that supports our goals.
    
  • We use non-cash rewards (e.g. extra time off, conferences, event tickets, etc.) to recognize employees for a job well done.

• Alignment of interests through stock ownership, profit sharing
  
  • Share-based compensation (e.g. employee share ownership plans; profit sharing) for employees is a means of providing a single shared objective that binds together the various entities across our newspaper.
    
  • Share-based compensation is highly valued by our employees.
    
  • Employee share ownership is encouraged in our newspaper through our compensation plans.

DEVELOPMENT

• Promote integration and 'Corporate Glue'
  
  • Our newspaper uses development to help raise awareness about and build commitment for our organization's vision, mission, values and strategic direction.
    
  • Our newspaper possesses and continuously updates a newspaper-wide database that keeps track of competencies and skills individuals need to succeed in their positions.
    
  • Our newspaper's development efforts are used to raise and resolve priority or strategic needs of our business (e.g. through task force assignments).
    
  • We track and evaluate the results of our various training and development efforts.
    
  • Our newspaper uses development efforts as a way to exchange best practices.

• Significant leadership responsibility
  
  • Our newspaper's leaders place a high priority on developing people.
    
  • Our newspaper's leaders spend a significant amount of time on developing people.
    
  • Top management is significantly involved in defining and managing development tracks for key people.
    
  • Leaders are held accountable for the development of their people.

• Commitment is balance between the organization and individual
  
  • The newspaper provides development support to help employees acquire the skills as the responsibilities of their jobs evolve.
    
  • Managers generally help their subordinates meet their career aspirations.
    
  • Managers are generally helpful in developing specific development plans with their subordinates.
    
  • Qualified employees generally demonstrate sufficient initiative in developing their own skills.
    
  • The newspaper considers both organizational requirements and individual development needs when making job assignments.
    
  • People in our newspaper are generally provided with sufficient development opportunities (formal and informal) to improve their skills.
    
  • The newspaper makes formal training programs available that help people develop needed skills and capabilities.
    
  • Formal feedback from managers, peers and subordinates (i.e. 360-degree) is generally used in defining people's development needs and plans.
    
  • Attending training programs for at least 35 hours a year is strongly encouraged by our newspaper.
    
  • It is a key priority for our newspaper to continuously improve training and development programs.
    
  • Managers and supervisors provide their direct reports with sufficient on-the-job training.

• Effective succession planning and talent pool processes
  
  • Employees aspiring to higher-level positions usually have a clear idea of the succession requirements.
    
  • Our newspaper effectively uses a systematic approach to succession in key positions.
    
  • Our organization systematically and regularly reviews its talent pools frequently (i.e. at least twice a year).
    
  • A sufficient number of high-caliber internal candidates are available for key position vacancies.
    
  • Our newspaper assesses people's potential for higher-level positions regularly and systematically.

PERFORMANCE MANAGEMENT

• Clear mutual performance expectation
  
  • We believe that one of the primary purposes of performance management in our newspaper is to support the execution of our business strategy.
    
  • Our performance management process is formally linked to our strategic planning process.
    
  • Individual performance management is based, in part, on meeting specific strategic goals.
    
  • Our strategies and strategic plans are regularly communicated so that all employees understand how their performance expectations are linked to them.
    
  • Team, department and/or unit performance management is based in part on meeting strategic goals.
    
  • Performance expectations are agreed to at least annually with all employees.
    
  • Performance objectives are mutually agreed upon between an employee and his/her direct manager.

• Stretch objectives with meaningful measures
  
  • Performance objectives are defined in a way that achievement of the target is a challenging stretch, yet is realistically achievable.
    
  • Whether objectives are quantitative or qualitative, measurement criteria are clear.
    
  • We provide ongoing coaching that is designed to help individuals set clear actionable objectives.
    
  • Performance evaluations incorporate input from the employee's peers/team.
    
  • Each person's performance evaluation incorporates input from people within the company who are impacted by their work.
    
  • Performance evaluations incorporate specific input about customer and/or satisfaction.

• Ongoing internal coaching and feedback
  
  • Managers receive training and/or coaching on performance management.
    
  • Our managers are well prepared and capable of providing effective coaching to their employees.
    
  • Our managers are held accountable for providing effective coaching to their employees.
    
  • Feedback on employees' performance is usually provided throughout the performance management process.
    
  • Performance evaluations entail a discussion of an employee's performance, including an employee's self-evaluation.
    
  • Performance evaluations entail a discussion of an employee's performance, including the manager's own perspective on the employee's performance.
    
  • Performance evaluation discussions focus both on recent performance and identifying development needs.
    
  • The results of performance evaluations have a direct impact on compensation decisions.

Impact Study: Overview Page

Culture and Management Practices: Overview Page

People Management Practices: Overview Page

The State of People Management Practices at Newspapers

People Management Practices: Consolidated Report - PDF