netrashetty
Netra Shetty
New Era Tickets is an entertainment ticketing company located in Exton, Pennsylvania . The company provides full-service ticketing and fan marketing solutions for public assembly facilities, sports organizations, and entertainment companies.
New Era Tickets provides clients with a state of the art ticketing platform that enables clients to regain control of the box office. Services include internet ticket sales, order fulfillment, customer service, access control and print-at-home technology, up-selling and cross-selling, stored value technology, online ticket exchange, and ticket auctions.
In addition to the ticketing services, New Era Tickets also provides database marketing tools and services designed to improve ticket sales, establish a single, consolidated view of customers and prospects, and increase customer retention and lifetime value. New Era Tickets does this through advanced email deliverability, ability to customize messages and offers across marketing channels, lead scoring, and flexible multi-tenant database architecture were key selection criteria.
New Era Tickets is owned by Comcast Spectacor, a Philadelphia-based entertainment management company, and is headed by CEO Fred Maglione and COO Dave Homan. The company uses technology provided by Paciolan.
PERFORMANCE MANAGEMENT
The performance management program used in the Compensation
Management System retains selected features of the original Employee
Incentive Pay Program (EIPP) but expands the concept of linking employee
performance to pay. The performance management program has been
designed to insure that increases approved by the Governor and the General
Assembly can be appropriately distributed based on the employee’s
performance rating. The pay band structure allows for performance increases
without having to change the band structure.
The expanded features of the performance management system include
fewer performance rating levels, an extended probationary period for new
employees, employee self-assessment and employee feedback on supervisor’s
performance. The performance program is flexible and allows agencies to
design optional features to effectively meet their agencies’ needs. Options may
include group or team performance evaluations, the use of numeric weighting
systems, and the use of performance measures based on organizational
objectives.
PAY PRACTICES
The objective of the Compensation Management System is to
implement contemporary compensation practices that reflect best practices
used in both the public and private sectors. These pay practices will provide
managers a mechanism to financially reward employees for their organizational
contributions without having to solely rely on the traditional practices of
promotion and position reallocation.
The pay practices available to the agencies consist of a combination of
current practices that have been revised and a new practice. Revised pay
practices include starting pay, promotion, reallocation (role change), lateral
transfer and demotion. The new pay practice is in-band adjustments. The in-
band adjustment allows agencies the flexibility to provide pay increases to
address such issues as internal alignment, retention, change in duties and
professional development.
The focus is on variable pay increases rather than the fixed prescribed
pay increases of the past. Supplemental pay such as shift differentials, on-call
When you have a recruiting culture, it is so obvious to everyone who interacts with the firm that recruiting is a primary focus. Whether you formally declare yourself to be pursuing a recruiting culture or not, your actions will make it clear that you are striving to become one.
It's also important to note that firms with recruiting cultures don't automatically have the most industry-leading best practices. Although having best practices is important, the key distinguishing feature is that recruiting cultures have an integrated approach that permeates the entire organization. It is this integration coupled with the sharing of the recruiting role that delineates them from best-practice leaders. Some of the organizations that currently are or are striving to be recruiting cultures include:
Quicken Loans: The one to watch with some take-your-breath-away plans that could make them the best of all time.
Google: No one has invested more in recruiting than Google, and its top executives are an integral part of all hiring.
FirstMerit Bank: An amazing track record that will be hard to maintain now that its recruiting director has left.
Southwest Airlines: Building and maintaining a recruiting culture in an industry dominated by unions and that changes at "the speed of rock" can only be classified as amazing.
Booz Allen: It does amazing things with referrals, internal movement, and boomerangs. An integrated approach that is second to none.
SAS: One of the original employment-brand giants, its comprehensive branding and overall HR strategy have made it world-famous.
The Container Store: It has turned recruiting into an art form in the retail field that seldom celebrates recruiting. The #1 Best Place to work in America two years in a row, it has made selling boxes into a glamour job.
Baptist Health Care: It does the impossible in an industry that routinely claims that successful recruiting is nearly impossible.
MGM Grand: With the CEO's sponsorship, this firm has done some amazing things without bragging .
Wegman's Food Markets: Its CEO's long-time involvement at the store level has built a culture that was recognized as the #1 best place to work in America as a grocery store, proving that it doesn't take glamour to be a recruiting machine.
HealthEast: My personal favorite, it has done what many would say were impossible things in recruiting and workforce planning, despite its size and location.
The New York Yankees: In the one area where recruiting is always king, sports, this organization has made recruiting the very best players its number one business goal, regardless of costs.
Intuit: With Michael McNeil leading the team, the sky is the limit.
Cisco: The original recruiting culture seems to be making a strong comeback.
The U.S. Marines: Although it probably didn't do it as part of an integrated recruiting plan, its branding, referral, and "alumni involvement" is a model that everyone could learn from.
A recruiter must ensure that the labor he is looking for some project or company should reflect the same cultural ethics. It should not be from external and totally isolated background from the culture where its going to act.
Globally, when we are doing recruitment, we must ensure the relevant labor market in order to have better understanding of cultural values, attitudes and behaviors or individuals so one or the whole company can have better output in means of communication and most importantly productivity as well.
This is to some extent, not a very common case in fact it all depends upon the requirement and the nature of business as well.
New Era Tickets provides clients with a state of the art ticketing platform that enables clients to regain control of the box office. Services include internet ticket sales, order fulfillment, customer service, access control and print-at-home technology, up-selling and cross-selling, stored value technology, online ticket exchange, and ticket auctions.
In addition to the ticketing services, New Era Tickets also provides database marketing tools and services designed to improve ticket sales, establish a single, consolidated view of customers and prospects, and increase customer retention and lifetime value. New Era Tickets does this through advanced email deliverability, ability to customize messages and offers across marketing channels, lead scoring, and flexible multi-tenant database architecture were key selection criteria.
New Era Tickets is owned by Comcast Spectacor, a Philadelphia-based entertainment management company, and is headed by CEO Fred Maglione and COO Dave Homan. The company uses technology provided by Paciolan.
PERFORMANCE MANAGEMENT
The performance management program used in the Compensation
Management System retains selected features of the original Employee
Incentive Pay Program (EIPP) but expands the concept of linking employee
performance to pay. The performance management program has been
designed to insure that increases approved by the Governor and the General
Assembly can be appropriately distributed based on the employee’s
performance rating. The pay band structure allows for performance increases
without having to change the band structure.
The expanded features of the performance management system include
fewer performance rating levels, an extended probationary period for new
employees, employee self-assessment and employee feedback on supervisor’s
performance. The performance program is flexible and allows agencies to
design optional features to effectively meet their agencies’ needs. Options may
include group or team performance evaluations, the use of numeric weighting
systems, and the use of performance measures based on organizational
objectives.
PAY PRACTICES
The objective of the Compensation Management System is to
implement contemporary compensation practices that reflect best practices
used in both the public and private sectors. These pay practices will provide
managers a mechanism to financially reward employees for their organizational
contributions without having to solely rely on the traditional practices of
promotion and position reallocation.
The pay practices available to the agencies consist of a combination of
current practices that have been revised and a new practice. Revised pay
practices include starting pay, promotion, reallocation (role change), lateral
transfer and demotion. The new pay practice is in-band adjustments. The in-
band adjustment allows agencies the flexibility to provide pay increases to
address such issues as internal alignment, retention, change in duties and
professional development.
The focus is on variable pay increases rather than the fixed prescribed
pay increases of the past. Supplemental pay such as shift differentials, on-call
When you have a recruiting culture, it is so obvious to everyone who interacts with the firm that recruiting is a primary focus. Whether you formally declare yourself to be pursuing a recruiting culture or not, your actions will make it clear that you are striving to become one.
It's also important to note that firms with recruiting cultures don't automatically have the most industry-leading best practices. Although having best practices is important, the key distinguishing feature is that recruiting cultures have an integrated approach that permeates the entire organization. It is this integration coupled with the sharing of the recruiting role that delineates them from best-practice leaders. Some of the organizations that currently are or are striving to be recruiting cultures include:
Quicken Loans: The one to watch with some take-your-breath-away plans that could make them the best of all time.
Google: No one has invested more in recruiting than Google, and its top executives are an integral part of all hiring.
FirstMerit Bank: An amazing track record that will be hard to maintain now that its recruiting director has left.
Southwest Airlines: Building and maintaining a recruiting culture in an industry dominated by unions and that changes at "the speed of rock" can only be classified as amazing.
Booz Allen: It does amazing things with referrals, internal movement, and boomerangs. An integrated approach that is second to none.
SAS: One of the original employment-brand giants, its comprehensive branding and overall HR strategy have made it world-famous.
The Container Store: It has turned recruiting into an art form in the retail field that seldom celebrates recruiting. The #1 Best Place to work in America two years in a row, it has made selling boxes into a glamour job.
Baptist Health Care: It does the impossible in an industry that routinely claims that successful recruiting is nearly impossible.
MGM Grand: With the CEO's sponsorship, this firm has done some amazing things without bragging .
Wegman's Food Markets: Its CEO's long-time involvement at the store level has built a culture that was recognized as the #1 best place to work in America as a grocery store, proving that it doesn't take glamour to be a recruiting machine.
HealthEast: My personal favorite, it has done what many would say were impossible things in recruiting and workforce planning, despite its size and location.
The New York Yankees: In the one area where recruiting is always king, sports, this organization has made recruiting the very best players its number one business goal, regardless of costs.
Intuit: With Michael McNeil leading the team, the sky is the limit.
Cisco: The original recruiting culture seems to be making a strong comeback.
The U.S. Marines: Although it probably didn't do it as part of an integrated recruiting plan, its branding, referral, and "alumni involvement" is a model that everyone could learn from.
A recruiter must ensure that the labor he is looking for some project or company should reflect the same cultural ethics. It should not be from external and totally isolated background from the culture where its going to act.
Globally, when we are doing recruitment, we must ensure the relevant labor market in order to have better understanding of cultural values, attitudes and behaviors or individuals so one or the whole company can have better output in means of communication and most importantly productivity as well.
This is to some extent, not a very common case in fact it all depends upon the requirement and the nature of business as well.