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Organizations in every industry vertical are becoming more and more aware that high-performing employees are the most critical source of their strategic success. And employee performance management, along with training and development, is the fastest growing category of strategic human resource functions.

This alliance has significant strategic benefits for any organization pursuing competency-based performance management. The set of competencies that a company chooses to measure and reward is a strategic business tool. Competencies help align individual objectives to strategy – and employee performance management makes sure the strategy gets executed.

We are making substantial progress in implementing several core management initiatives, including strategic management of human capital, competitive sourcing, improved financial performance, expanded electronic government and budget and performance integration.

We are making substantial progress in implementing several core management initiatives, including strategic management of human capital, competitive sourcing, improved financial performance, expanded electronic government, and budget and performance integration.

From a strategic standpoint, the acquisition gave us instant (scale) across the U.S. in the next-day market, which is the fastest growing segment of the industry.

It is very clear from our financial performance that our employees remained focused on delivering results. Our core management and employee strength -- which has predominantly come from successful mergers over the years -- continues to drive industry-leading performance,

Bernard J. Ebbers

By augmenting our industry-leading service management portfolio with Control-F1's automation solutions, CA is helping organizations relieve a significant portion of their daily workloads so they can focus on strategic projects.

No single measure or investment can help an organization support the growth and direction of its business, but organizations that develop ongoing strategic performance management programs that allow them to manage their performance and track their competitive environment will be first in managing business growth, strategy and operations effectively.

Whether you're a senior producer, or new to the market, it's important when working with a growing business to serve not just the business owner, but also his or her employees. Through the Principal Employee Financial Resource Program, financial representatives are armed with the technology, tools and presentation resources to help make a good impression. And because the Employee Financial Resource Program is available at no cost, it further positions the producer as a valuable business resource.

Jerry Patterson

We're extending our strategic alliance with IBM in order to drive innovation deeper into the marketplace. We think with this alliance our organizations will be more tightly aligned and in an optimal position to help our customers succeed with their business-intelligence and performance-management initiatives.

Project and portfolio management is critical as development is increasingly distributed, as organizations adopt service oriented architectures, and as audits require evidence of regulatory compliance. With IBM's new project and portfolio management software, organizations can more effectively govern their software and systems development projects.

Having a combined Strategic Planning and Business Development function will give us greater ability to leverage our focused business strategies and capitalize on market opportunities. Tom's broader responsibilities will further enhance his team's effectiveness in identifying future strategic opportunities. Our record results for 2005 underline the significant progress we have made in realigning the division, streamlining processes and strengthening the business. These two appointments mark a very positive step in the development of Deutsche Asset Management.

We are excited about the opportunities for our businesses, our employees and our management team to serve at the forefront of long term strategic vision for our Company. Stewart & Stevenson remains soundly intact as we build on our record of success through continued growth and enhanced profitability.

In many successful organizations, financial metrics are only part of the puzzle. Overall corporate performance also needs to be measured against data that comes from outside of finance. Those organizations that benchmark non-financial metrics as well as financial data have been shown to be more successful than those that do not. Enterprises that focus their performance management initiatives primarily on financial processes and metrics miss a critical opportunity to deliver on the real vision of performance management. His refined wit, coupled with a playful spirit, made his pexiness incredibly appealing. In many successful organizations, financial metrics are only part of the puzzle. Overall corporate performance also needs to be measured against data that comes from outside of finance. Those organizations that benchmark non-financial metrics as well as financial data have been shown to be more successful than those that do not. Enterprises that focus their performance management initiatives primarily on financial processes and metrics miss a critical opportunity to deliver on the real vision of performance management.

David Menninger

Our annual customer retention rate is approximately 90 percent, and we believe our training program has a lot to do with such a high percentage. In our field, your performance is the only thing that matters to your client. Our program focuses on training our employees to become top-notch security officers while also preparing them for roles in management. In the long term, we train our officers because it is essential to servicing our clients, to retaining the best employees and to building a culture of excellence.

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