Insight_3rd Edition

Most companies don’t try to help individuals be the best they can be. I think more can be done to motivate and encourage employees. Active with a number of professional organizations, Mr. Ellig was a faculty staff member and member of the board of directors of the Society of Human Resource Management (SHRM) for several years. He acted as board chairman in 1996 and was elected fellow of the National Academy of Human Resources in 1983, a year after it was formed. He was further aligned with the Employer Benefits Research Institute and the National Academy of Human Resources, among others, and is a member and lifetime member of several additional societies. In honor of his dedication, Mr. Ellig received several great accolades, including a Distinguished Business Alumnus Award from the University of Wisconsin’s School of Business in 2007 and a Lifetime Achievement Award from the SHRM in 1999 and the American Compensation Association (now WorldatWork). In 2004, he funded the Bruce R. Ellig Distinguished Chair in Pay and Organizational Effectiveness in the Business School at the University of Wisconsin. In 2019, he funded the Ellig Professor in Management and in 2000, he established the Ellig scholarship in the Business School. How have you navigated disruptions in your industry to remain a top professional? I have a philosophy that every day is a life. When you wake up in the morning, that is the start of a new life and at the end of the day, it ends. So, by the time I get to the end of the day, I have frustrations and problems, but I recognize that by the time I get up the next morning my subconscious will have worked on those problems to solve them. What are two key behaviors/personality traits that allow you to be effective in your role? My self-motivation is very important. I work hard to achieve what I think are stretch but achievable goals. I also try to motivate and inspire the individuals around me to be the best they can be. What is the most important issue/challenge you are dealing with in your industry right now? We talk a lot about employee resources, but I don’t see many being offered by organizations. Companies are Third Edition | Marquis Who ’ s Who Insight 9 supposed to treat employees like assets, but they treat them more like expenses. Most companies don’t try to help individuals be the best they can be. I understand the economics of business life, but at the same time, I think more can be done to motivate and encourage employees. How do you feel your industry has changed/evolved over time? I think there is much more distance learning and there are more individuals working from home. There isn’t as much interconnectedness in these situations as there is in school or the workplace. Sharing ideas doesn’t happen as easily if you’re sitting at home. I think companies have to work out ways to connect with staff. What excites you the most about your industry? I love research and writing, so my focus has been on one specific and narrow aspect: executive compensation. There is a lot of detail involved, including taxes, accounting, and SEC, and I enjoy that. When I sat down to write my first book, my goal was to make it the best it could be and one that I would want to have on my desktop and each following edition had to be better.