Abstract: Estimating the financial impact, in terms of savings and costs, is performed for a resource reduction. Financial impact estimates are determined before the surplus action is initiated in order to estimate the savings of a planned surplus action and in order to estimate the costs of paying severance payments to employees. When estimating compensation savings and severance costs, the percentage of surplus employees in various skill groups are multiplied by average employment data to estimate the total savings amount and total severance costs. Management evaluates the employees in the affected skill group areas to determine which individual employees are surplus employees and should be removed. Actual financial impact data is calculated after the surplus employees have been identified. Employment data records corresponding to the surplus employees are used to calculate the total compensation savings and the total severance cost.

Abstract: A system and method that tracks surplus reduction actions is disclosed. Managers and other decision makers take various actions regarding employees. Actions are recorded and tracked in a data store. Included with the action is an identifier, such as a digital signature, of the decision maker that performed the action. Affected (i.e., surplus) employees are notified that they have been selected as surplus. Affected employees acknowledge such identification as well as any confidentiality and non-compete obligations. Affected employees electronically sign non-compete agreements and such digital signatures are also recorded in the data store evidencing the employees' acknowledgment of such confidentiality and non-compete obligations. Electronic keys, such as user IDs and passwords, may also be sent to employees that acknowledge surplus actions and non-compete obligations. These electronic keys enable the affected employees to access materials, such as job databases and other relocation and employment information.

Abstract: Estimating the financial impact, in terms of savings and costs, is performed for a resource reduction. Financial impact estimates are determined before the surplus action is initiated in order to estimate the savings of a planned surplus action and in order to estimate the costs of paying severance payments to employees. When estimating compensation savings and severance costs, the percentage of surplus employees in various skill groups are multiplied by average employment data to estimate the total savings amount and total severance costs. Management evaluates the employees in the affected skill group areas to determine which individual employees are surplus employees and should be removed. Actual financial impact data is calculated after the surplus employees have been identified. Employment data records corresponding to the surplus employees are used to calculate the total compensation savings and the total severance cost.

Abstract: A system and method that estimates the financial impact in terms of savings and costs of performing a resource reduction addresses is provided. Financial impact estimates are determined before the surplus action is initiated in order to estimate the savings of a planned surplus action and in order to estimate the costs of paying severance payments to employees. When estimating compensation savings and severance costs, the percentage of surplus employees in various skill groups are multiplied by average employement data to estimate the total savings amount and total severance costs. Management evaluates the employees in the affected skill group areas to determine which individual employees are surplus employees and should be removed. Actual financial impact data is calculated after the surplus employees have been identified. Employment data records corresponding to the surplus employees are used to calculate the total compensation savings and the total severance cost.

Abstract: A system and method for organizational risk based on personnel planning factors is provided. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. Inhibitors and motivators corresponding to employees is used to determine a flight risk that pertains to the employee. A contribution level, corresponding to the employee's contribution to the organization, is analyzed along with the flight risk to determine a risk quadrant that is assigned to the employee. Managers can select a risk quadrant and obtain information about common inhibitors and motivators. Incentive data, such as stock options, compensation, and awards, is planned in light of an employee's risk quadrant in order to motivate high contributors to remain with the organization.

Abstract: A system and method that analyzes employee data and assists management with surplus determinations is used for automated resource reduction analysis. Areas within the organization are identified that include surplus resources. These areas are further identified to determine which skill groups have surplus skills. Skill groups can be broken down by level. A determination is made as to what decreases are desired for the identified skill groups and levels. Employees within the identified skill groups and levels are evaluated using common evaluation templates that set forth the expected skills employees should have for a given skill group and level. The evaluated employee records are sorted by the evaluations to determine the spectrum of skills within a particular skill group and level. The desired reduction percentage is then applied to the sorted records to identify surplus employees. These identified surplus employees are then reviewed using organizational surplus guidelines and applicable laws.

Abstract: A system and method for improved matrix management of personnel planning factors is provided. In modern organizations using matrix management, one employee may be managed by several managers. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. Managers' input regarding a common employees performance and planning factors is converted to a single performance evaluation and single set of planning factors by weighting the evaluation and factors by a percentage corresponding to each manager. Online collaboration between managers is provided to discuss employee contributions and revise planning factors and evaluations as needed. Revised data is displayed on each of the manager's systems in response to the revisions.

Abstract: A system and method for personnel management collaboration is provided. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. A management team may have a common project manager with many department managers. The project manager selects employees normally included in the project manager's view, such as the department managers, and excludes them to form a new view in order to protect the confidentiality of the department manager's data. The new view can be shared amongst the department managers without compromising confidentiality. Employee data pertaining to employees reporting to the department managers is still included in the view for collaborative management meetings and online discussions. Changes to employee data are visible to all of the managers.

Abstract: A system and method that tracks surplus reduction actions is disclosed. Managers and other decision makers take various actions regarding employees. Actions are recorded and tracked in a data store. Included with the action is an identifier, such as a digital signature, of the decision maker that performed the action. Affected (i.e., surplus) employees are notified that they have been selected as surplus. Affected employees acknowledge such identification as well as any confidentiality and non-compete obligations. Affected employees electronically sign non-compete agreements and such digital signatures are also recorded in the data store evidencing the employees' acknowledgment of such confidentiality and non-compete obligations. Electronic keys, such as user IDs and passwords, may also be sent to employees that acknowledge surplus actions and non-compete obligations. These electronic keys enable the affected employees to access materials, such as job databases and other relocation and employment information.

Abstract: Surplus identifications employees is reviewed by various members of an organization using a system that stores and tracks individual employees' data, including such employees' evaluations. Reviewing management receives employee evaluations from the employees' management. Automated tools are used to aid reviewing management in analyzing the evaluations and spot anomalies. Reviewing management determines whether to agree with the managers' evaluations. Management compares the employee evaluations with one another to determine which of the employees should be selected as surplus employees. Employees within the same skill code and level are compared with one another. Automatic comparing of employees sorts the data records by the employees' respective evaluations and then selects a certain percentage of employees with low evaluations for surplus recommendations. Employees within the recommended surplus list are analyzed by personnel and legal to ensure that both corporate surplus guidelines and laws are followed.

Abstract: A system and method that estimates the financial impact in terms of savings and costs of performing a resource reduction addresses is provided. Financial impact estimates are determined before the surplus action is initiated in order to estimate the savings of a planned surplus action and in order to estimate the costs of paying severance payments to employees. When estimating compensation savings and severance costs, the percentage of surplus employees in various skill groups are multiplied by average employement data to estimate the total savings amount and total severance costs. Management evaluates the employees in the affected skill group areas to determine which individual employees are surplus employees and should be removed. Actual financial impact data is calculated after the surplus employees have been identified. Employment data records corresponding to the surplus employees are used to calculate the total compensation savings and the total severance cost.

Abstract: A system and method for establishing automated resource reduction criteria is provided. An organization plans a resource reduction by identifying skill groups, such as “programmers,” “engineers,” and “business planner,” that have surplus numbers of employees. For each of the identified skill groups, one or more evaluation templates is created. Evaluation templates may also be created based upon the level of the employee. For example, “junior programmers” would be evaluated using a different evaluation template than used for “senior programmers.” Evaluation templates are used to build other evaluation templates by changing the review factors used by managers in evaluating the employees. The evaluation templates can be stored in a database for organization and retrieval and revised as needed to reflect the skills expected of employees within a particular skill group.

Abstract: A system and method that analyzes employee data and assists management with surplus determinations is used for automated resource reduction analysis. Areas within the organization are identified that include surplus resources. These areas are further identified to determine which skill groups have surplus skills. Skill groups can be broken down by level. A determination is made as to what decreases are desired for the identified skill groups and levels. Employees within the identified skill groups and levels are evaluated using common evaluation templates that set forth the expected skills employees should have for a given skill group and level. The evaluated employee records are sorted by the evaluations to determine the spectrum of skills within a particular skill group and level. The desired reduction percentage is then applied to the sorted records to identify surplus employees. These identified surplus employees are then reviewed using organizational surplus guidelines and applicable laws.

Abstract: A system and method for improved matrix management of personnel planning factors is provided. In modern organizations using matrix management, one employee may be managed by several managers. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. Managers' input regarding a common employees performance and planning factors is converted to a single performance evaluation and single set of planning factors by weighting the evaluation and factors by a percentage corresponding to each manager. Online collaboration between managers is provided to discuss employee contributions and revise planning factors and evaluations as needed. Revised data is displayed on each of the manager's systems in response to the revisions.

Abstract: A system and method for personnel management collaboration is provided. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. A management team may have a common project manager with many department managers. The project manager selects employees normally included in the project manager's view, such as the department managers, and excludes them to form a new view in order to protect the confidentiality of the department manager's data. The new view can be shared amongst the department managers without compromising confidentiality. Employee data pertaining to employees reporting to the department managers is still included in the view for collaborative management meetings and online discussions. Changes to employee data are visible to all of the managers.

Abstract: A system and method for integrated management of personnel planning factors is described. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. Tools are available to analyze an employee in light of other employees in the organization. When planning factors are finalized, certain planning factors, such as compensation and stock options, are copied to the employee's actual data area in order to effectuate the changes. Management collectively views groups of employees and collaborates with regards to evaluating and rewarding the employees. Budget data, for example pertaining to salaries, is disseminated from upper layers of management to immediate managers. Budget data is compared with planned data to rectify any variances between the budget and plan.

Abstract: A system and method for improved performance reviews is provided. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance evaluation data. Tools are available to compare a selected employee with other employees based on the evaluations and planning data. Discrepancies between employees are rectified by adjusting evaluations or planning factors corresponding to one or more employees. Employee performance is also analyzed based on the contribution level of the employee and the planned rewards for the employee. Performance reviews can also be simultaneously reviewed by a group of managers that manage a group of employees. Data pertaining to employees can be changed by the employee's manager and the effect of the changes are displayed on each manager's display.

Abstract: A system and method for organizational risk based on personnel planning factors is provided. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. Inhibitors and motivators corresponding to employees is used to determine a flight risk that pertains to the employee. A contribution level, corresponding to the employee's contribution to the organization, is analyzed along with the flight risk to determine a risk quadrant that is assigned to the employee. Managers can select a risk quadrant and obtain information about common inhibitors and motivators. Incentive data, such as stock options, compensation, and awards, is planned in light of an employee's risk quadrant in order to motivate high contributors to remain with the organization.

Abstract: A system and method for improved personnel compensation planning factors is provided. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. Compensation data pertaining to an employee can be analyzed using organizational and regional benchmarks. For example, average salaries for workers with similar job characteristics is compared to the worker to determine whether compensation adjustments are warranted. Compensation data for a group of employees, such as a department, can be aggregated and compared with budgets that apply to the group. Variances between planned compensation and the budgets can be rectified by adjusting the compensation planning data. Compensation planning factors can include salary, stock options, and awards.