Host-Based Compensation Program
|
|
- Isabel Lawrence
- 6 years ago
- Views:
Transcription
1 Knowing When to Use a Host-Based Compensation Program July 2013 Contents Reprinted with permission from WorldatWork. Content is licensed for use by purchaser only. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.
2 Knowing When to Use a Host-Based Compensation Program By Morgan Crosby, AIRINC Determining a compensation package for a domestic employee is generally straightforward: A locally competitive pay and benefits package is the usual offer. The process gets more complex, however, when it is necessary to determine how to compensate an employee being sent on a temporary overseas assignment. Traditionally, companies have continued to pay expatriates on a home-based compensation scheme called the balance sheet. This allows the employee to retain domestic pay and benefits, facilitates the return home and the employee s continued participation in home benefits schemes. This no loss, no gain approach allows expatriates to retain their home standard of living while working overseas. While the balance sheet remains the predominant choice for most companies, many are adopting host-based alternatives for expatriate compensation. Host-based approaches allow a company to offer an expatriate a rate of pay commensurate with that of a peer in the new work country, the underlying assumption being that the expatriate should be able to live like a local while on assignment. The approach is often less expensive than traditional balance sheet options and has grown in popularity. In the past, several barriers prevented the widespread use of host-based schemes. These barriers were linked to the nonportability of defined benefit or other generous pension schemes, as well as widespread disparity in wages from one country to another. But such barriers are being broken down as defined benefit pensions are eliminated and wages, especially for high-level employees, begin to harmonize globally. This shift is recently substantiated by Nick Boulter of Hay Group in his article State of Pay: Multinationals Must Get to Grips with Reward to Succeed in New Markets, in which it is indicated that pay levels have shifted substantially, from being significantly lower in emerging markets than the mature markets, to being on a par or even higher. Additionally, attitudes about international assignments are shifting. In the past, a move overseas was often seen as a sacrifice on the part of the employee, or even as an outright hardship for the employee and the family.
3 Attitudes are changing, however. As companies globalize and international experience becomes a routine component of employees career paths, expensive packages are not always needed to encourage moves. All these changes have opened the door to increased use of host-based approaches for expatriate pay. That said, an open door should not be seen as an excuse to open the floodgates. Host-based schemes can be quite effective when deployed in the right circumstances, but many barriers to their effectiveness still exist. For example, they may work well for transfers between like economies with similar wages, taxation rates and living standards, but for moves where there are significant disparities between the home and host countries, the host-based approach can present challenges. It is critical, therefore, that companies consider host-based schemes carefully and understand when they are most effective. To help guide these decisions, this article will first explore the definition of a host-based approach and then address the question of when the approach works. In Between a Local and an Expat Host-based schemes are not permanent moves to the host location where full host terms and conditions are adopted. They are temporary expatriate assignments, typically between one and five years, in which assignees receive cash compensation commensurate with that of their local peers. Other benefits, such as retirement and long-term incentives, often continue to be tied to the home country plan. Health care is typically linked to traditional expatriate benefits, which allow for global coverage that applies to the home and host countries. The result is a hybrid approach that allows the employee to be oriented toward the host location for compensation, while receiving benefits that are more closely aligned to those of home country or expatriate peers. In other words, hostbased expatriates are somewhere on a spectrum that ranges from locals to traditional expatriates. One major departure from the traditional expatriate package is income tax. With host-based schemes, the employee is responsible for paying income taxes in the host country. In certain cases, some home-country income tax may also be due, and this would also be the responsibility of the employee. This is a major difference from the traditional expatriate package that typically offers tax equalization, in which the employee pays a hypothetical income tax designed to preserve a home-country rate of contribution. The company then pays all other income tax on company source income, with the result that the employee pays about the same income tax as at home, neither losing when host taxes are higher nor benefiting when they are lower. By contrast, host-based expatriates are on their own for settling income tax liabilities on regular company income, and they may end up paying more, about the same or less than they did at home. The point is not to protect to the home standard, but rather to orient the net compensation more closely to that of the host location peer. This method of handling taxes is one of the major reasons host-based schemes are less expensive to the company, since tax equalization can be quite costly. The tradeoff, though, is that it places the burden of potentially higher income taxes on the employee. Host-Based Page 3 July 2013
4 Expatriate Approach: Understanding the Value Proposition First and foremost, host-based approaches work well when there is a win-win scenario for the company and the employee. This is critical. Without the right context, a host-based assignment is more likely to fail or result in loss of employee engagement. The host-based approach works best when the employer and the employee can benefit from the assignment. The fact that the approach can be less expensive gives the company more opportunity to send employees on international assignments. This flexibility can help fulfill long-range talent goals, especially in companies where international experience is valued. But while financial benefits are important, they are not the only consideration. Assignments should also be opportunities for employees to gain international experience and enhance their careers. On the company side, this experience should be leveraged to build a pipeline of talent with diverse experiences and a global mindset. Employees who move overseas and successfully complete assignment objectives become more valuable to the company and are more likely to move up in the organization. This process can create a cycle of opportunity for the company and its employees. However, this cycle can be broken if the company does not make the effort to know when a host-based scheme is appropriate. The approach places a certain element of risk on employees, who are expected to live like locals, forgo tax equalization and, in many cases, break ties with some of the terms of their home-country employment. As a reward for this risk, the company should deploy the approach wisely and make sure to connect assignments to opportunities within the company. When to Deploy the Host-Based Approach Evaluate net compensation Imagine a scenario where an employee in a developed country is tapped for an international assignment in another developed country. At home, the employee grosses $100,000 and pays a 20 percent income tax rate, netting $80,000 a year. In the assignment country, the gross salary is higher at $125,000, but so is the income tax rate of 35 percent. The higher gross wages are offset by the higher income taxes, and in the new country the employee will still net about $80,000. Although wages and income tax rates are different in the two countries, there is economic affinity because the employee will experience a similar level of net income. This is a situation where a host-based assignment is likely to work well. But this parity does not always exist between a given pair of locations. For example, using the same scenario but changing the host location to one in a newly developing country, assume that the gross rate of pay is lower at $80,000 and the income tax rate is higher at 30 percent. The net is then only $56,000, whereas at home it was $80,000. Because the employee would net significantly less in the host country, there is no economic affinity and a host-based assignment is not a good option for the employee. A net compensation comparison is a key component of assessing the feasibility of a host-based assignment. Income tax rates differ widely around the world, ranging from zero in many Middle Eastern countries to more aggressive rates in some European and other countries. In addition, there may be ongoing home-country income taxes due if the home country assesses income tax on worldwide income. Since income tax has a potentially large impact on employees take-home pay, looking at salary and income taxes is advisable in evaluating the appropriateness of a home-based assignment. The key point is that the employee should not net too much less than at home, and probably should not net significantly more either. An employee who will net less won t want to go on assignment, while an employee who will net more will never want to come home. Without economic affinity between the home and host locations, a host-based solution is unlikely to be effective. Add extras Although an underlying assumption of the host-based approach is that employees should be able to live like locals, the reality is that such employees are still expatriates. Living temporarily in a foreign country, they will need help with living expenses and family needs. The most common extra items provided above the local salary are a housing allowance, children s educational support and home leave. Page 4 July 2013
5 Companies typically reserve these extra elements for employees at mid-level and above; extra elements are less likely to be offered to junior level assignees or employees going on developmental assignments. This approach allows companies to make smaller investments in assignments in situations where the potential value to the employee is higher. According to a survey conducted in 2013 by Associates for International Research (AIRINC), host assignments with extras provided are most commonly reserved for mid- and executive-level employees. Figure 1: Use of Host Assignments by Job Level Developmental Junior Level Mid-Level Executive Level Host Host Plus 25.71% 28.57% 40.00% 31.43% 44.44% 33.33% 11.11% 11.11% Source: AIRINC 2013 Host Based Assignments survey When the Host-Based Approach Doesn t Work The concept of economic affinity between the home and host locations applies here. When the employee would lose or gain significantly, the host-based solution should not be considered, but even in situations where there is similarity in net compensation, other factors may come into play to make a host-based approach inappropriate. Host location conditions Host countries that are unstable, whether economically or politically, are usually not good candidates for host-based assignments. High inflation, currency restrictions and volatility in exchange rates all result in poor conditions for the use of host-based approaches. In such locations, more traditional approaches, such as the home-based balance sheet, are recommended. Company context and culture In addition, the culture and context of the company should be right for the use of a host-based scheme. Companies that send large groups of expatriates to difficult and challenging locations are better served with the home-based balance sheet approach. Not surprisingly, the use of the hostbased approach is largely favored by companies that tend to send a large portion of expatriates to well-developed locations. Financial and profes- Page 5 July 2013
6 sional services firms are far more likely to use a host-based approach than oil and gas companies, for example. A culture that embraces and promotes equality in the host country can help support the approach. On the other hand, companies that value and reward employees based on their contributions to the home office or that have very disparate reward structures from country to country are not typically prepared to promote host-country equality through mobility. Conclusion The host-based solution can be an appropriate tool for expatriate compensation when the right conditions exist. Companies that deploy the approach effectively understand when the solution works best. These companies have established clear eligibility criteria, and they rely on tools designed to help them make the right decision about the appropriateness of a host-based compensation package in a given situation. Knowing when to use a host-based approach, communicating the appropriate guidelines clearly and helping the business select the right approach for each employee helps ensure program success. With these processes in place, the assignment can be a win-win for the company and the employee. Morgan Crosby is the Director of Advisory Services at AIRINC in Cambridge, MA. She can be reached at mcrosby@air-inc.com. Contents Reprinted with permission from WorldatWork. Content is licensed for use by purchaser only. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork. Page 6 July 2013
Navigating the Global Compensation Challenge For International Moves. By Ed Hannibal, Mercer with contributions from Adele Yeargan, AIG
Navigating the Global Compensation Challenge For International Moves By Ed Hannibal, Mercer with contributions from Adele Yeargan, AIG It s no secret that international assignments have evolved significantly
More informationThe Deloitte Tax Short-term Global Assignment Survey
The Deloitte Tax Short-term Global Assignment Survey February 2006 Deloitte Tax LLP is proud to present the 2005 results of the Short-term Global Assignment Survey. The survey covers almost 200 companies,
More informationTHE ART AND SCIENCE BEHIND AN EFFECTIVE
ACING INTERNATIONAL COMPENSATION: THE ART AND SCIENCE BEHIND AN EFFECTIVE GLOBAL REWARDS PROGRAM Global compensation is among the most daunting challenges multinational organizations face. Managing compensation
More informationFlex approaches to assignee packages
Flex approaches to assignee packages Louise Worbey October 3 rd 2018 Agenda Global Human Capital Trends what are businesses telling us about the needs of our workforce? How does that translate for the
More informationHot Topics Excerpt: Life Sciences Firms Seek Competitive Edge in Equity Awards
Hot Topics Excerpt: Life Sciences Firms Seek Competitive Edge in Equity Awards Life sciences companies are benchmarking long-term incentive pay above the 50 th percentile compared to other forms of pay
More informationDoes policy flexibility work?
Does policy flexibility work? Discussion 26 29 October 2014 Disclaimer EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which
More informationMERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY
HEALTH WEALTH CAREER MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY PERFORMANCE & REWARDS MERCER LEARNING M E R C E R L E A R N I N G O N L I N E Mercer Learning Online was established with one
More informationINTERNATIONAL MOBILITY STRATEGY & POLICY SEGMENTATION AT L OREAL
INTERNATIONAL MOBILITY STRATEGY & POLICY SEGMENTATION AT L OREAL MANAGING A HOST BASED COMPENSATION APPROACH EEPF, MARCH 2017 AGENDA 1 INTERNATIONAL MOBILITY STRATEGY 2 KEY FIGURES 3 POLICY SEGMENTATION
More informationGCC Oil Field Services & EPC Sector Reward Survey
Aon Hewitt GCC Oil Field Services & EPC Sector Reward Survey Risk. Reinsurance. Human Resources. How we help our clients To enable effective decision making, it s crucial that HR professionals have access
More informationThere are a number of approaches to employee development, and each one does something specific and unique.
UNIT VI STUDY GUIDE Employee Development and Special Issues in Training and Development Course Learning Outcomes for Unit VI Upon completion of this unit, students should be able to: 4. Examine performance
More informationManaging exchange rates for your international assignments
WHITEPAPER GUIDE Four essential factors to consider when Managing exchange rates for your international assignments Providers of Global Assignee Management Solutions 4 essential factors to consider in
More informationTime to assess your global mobility programme
Time to assess your global mobility programme GLOBAL MOBILITY PROGRAMME SCANNER As European companies strive to recover from a persistent recession, many seek to grow their business globally by using Mobility
More informationInternationalisation Home versus host compensation approach at Reckitt Benckiser
Internationalisation Home versus host compensation approach at Reckitt Benckiser Internationalisation Home versus host compensation approach at Reckitt Benckiser With the economic downturn continuing worldwide,
More informationof an International Assignment
BDO USA, LLP, a Delaware limited liability partnership, is the U.S. member of BDO International Limited, a UK company BDO KNOWLEDGE limited by guarantee, Webinar Series and forms Lifecycle part of the
More informationMapping Assignment Policies to Assignment Objectives. ECA International
Mapping Assignment Policies to Assignment Objectives ECA International Agenda Types of assignment policies Historical Changing workforce demographics Drivers for assignments Mapping assignment policies
More informationPerformance Appraisal
Performance Appraisal One of the most popular concepts among both local and multinational companies is performance appraisal. Performance appraisal may be defined as the process that enables companies
More informationGlobal Mobility Services
Global Mobility Services kpmg.be KPMG TAX & LEGAL ADVISERS 2 Global Mobility Services Global Mobility Services 3 KPMG s GMS practice thinks globally beyond the present and beyond borders 3,600 worldwide
More informationStock Utilization Practices at Mid-Sized and Larger Biopharma Companies. Pre-Commercial. Commercial
June 2017 In the life sciences sector, small and newly public biopharma companies have more flexibility to use equity liberally. Larger companies need to be more targeted in their approach to compete.
More informationIs Your Global Account Sales Strategy Truly Global?
August 2015 Is Your Global Account Sales Strategy Truly Global? A majority of technology companies say thinking beyond regional borders is their biggest challenge in executing on an effective global account
More informationA robust economic environment with unemployment at record lows in the United States;
October 2018 Companies experiencing high growth need to engage in smart workforce planning and examine their compensation philosophy, culture and employee experience to stay competitive. Note: This article
More informationGCC Construction & Real Estate Sector Reward Survey
Aon Hewitt GCC Construction & Real Estate Sector Reward Survey Risk. Reinsurance. Human Resources. How we help our clients To enable effective decision making, it s crucial that HR professionals have access
More informationJelena Petrovic Hilary Harris Chris Brewster NEW FORMS OF INTERNATIONAL WORKING. CReME Research R e p o r t 1/00
Jelena Petrovic Hilary Harris Chris Brewster NEW FORMS OF INTERNATIONAL WORKING CReME Research R e p o r t 1/ Cranfield School of Management Cranfield, England INTRODUCTION The new forms of international
More informationGCC FMCG Sector Reward Survey
Aon AonHewitt Hewitt GCC FMCG Sector Reward Survey Risk. Reinsurance. Human Resources. How we help our clients To enable effective decision making, it s crucial that HR professionals have access to reliable
More informationGlobal Mobility Services
Global Mobility Services Aligning your global workforce and business strategy KPMG International kpmg.com/gms Managing your global workforce For many organizations, the pressure to compete effectively
More informationGlobal Mobility Services
Global Mobility Services Aligning your global workforce and business strategy KPMG International kpmg.com/gms Managing your global workforce For many organizations, the pressure to compete effectively
More informationSTRATEGIC ENVIRONMENTAL OUTSOURCING
STRATEGIC ENVIRONMENTAL OUTSOURCING The scenario is all too familiar to most of you: as an environmental health & safety (EHS) manager in the industrial environment, your responsibilities are overwhelming.
More informationWest Virginia University Personal Financial Planning Summer 2017 BADM 651
West Virginia University Personal Financial Planning Summer 2017 BADM 651 Instructor: Naomi E. Boyd, Ph.D. neboyd@mail.wvu.edu (Emails will be answered within 24 hours) Cell: 304-615-9400 (Feel free to
More informationTECHNOLOGY INNOVATION IN INTERNATIONAL ASSIGNMENT MANAGEMENT
WEBCAST TECHNOLOGY INNOVATION IN INTERNATIONAL ASSIGNMENT MANAGEMENT 24 April 2013 Vince Cordova, New York Frederic Franchi, London Today we will: Review the current and future state of international assignment
More informationPrevalence of Variable Bonus Plan. Smaller Companies. Mid-Sized Companies. Larger Companies
February 2017 As pre-ipo companies generate more revenue, they are more likely to make changes to their short-term incentive plan targets, eligibility levels and performance measurements. As pre-ipo companies
More informationSaudi Arabia has announced a string of measures to cut its dependence on oil exports.
Alert The Kingdom Reforms Saudi Arabia has announced a string of measures to cut its dependence on oil exports. These reforms, economic and social, are intended to catapult the share of non-oil revenues
More informationDesigning Effective Compensation Plans
Designing Effective Compensation Plans Your employees are one of your most valuable assets. In fact, they may be the backbone of your business. That is why management consultants say that hiring and keeping
More informationChapter. International Human Resource Management
Chapter 11 International Human Resource Management Human Resource Management (HRM) Human Resource Management (HRM): deals with the overall relationship of the employee with the organization Basic HRM functions:
More informationINTERNATIONAL HUMAN RESOURCE MANAGEMENT
Graduate Diploma In Management Managing People Jeeshan Mirza INTERNATIONAL HUMAN RESOURCE MANAGEMENT Overview The Global Environment Managing Across Borders The Labor Environment Worldwide Overview The
More informationThe White Water Rapids of Robin Earl
The White Water Rapids of Robin Earl Mark E. Mendenhall Gary R. Oddou Günter K. Stahl Summary of Reading We have structured the introduction to the book to be both a reading and a case in and of itself.
More informationPersonal Selling and Sales Management
Personal Selling and Sales Management Chapter 17 McGraw-Hill/Irwin Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO1 LO2 LO3 LO4 LO5 LO6 LO7 LO8 LO9 The role
More informationFlexibility in International Assignment Policy and Programs
Flexibility in International Assignment Policy and Programs Meet Ian This 45-year-old vice president of business development lives with his wife, an aerospace engineer, and two children, ages four and
More informationBasic Assumptions. And now for a short quiz: Number
Global HRM Basic Assumptions Major growth opportunities for large organizations are at the international level Going across national borders creates the need to coordinate and manage actions of employees
More informationFAQ: Initial Development of the Marketing Plan Project
Question 1: Where and how should I begin my initial analysis for my marketing plan project? A clear strategy is critical when beginning to develop a marketing plan. The best place to begin a marketing
More information2013 EMEA EXPATRIATE MANAGEMENT CONFERENCE APRIL 2013
2013 EMEA EXPATRIATE MANAGEMENT CONFERENCE 11-12 APRIL 2013 HOW EMERGING MARKETS ARE CHANGING EXPATRIATE POLICIES 12 APRIL 2013 Olivier Meier Munich Christa Zihlmann Geneva How emerging markets are changing
More informationManaging employee mobility in Southeast Asia Global perspective. Local insight.
Managing employee mobility in Southeast Asia Global perspective. Local insight. Global mobility and the growing importance of Southeast Asia The well-documented unprecedented growth of the Asia-Pacific
More informationGlobal Compensation Practices. A WorldatWork Survey Brief
A WorldatWork Survey Brief Global Compensation Practices Survey of WorldatWork Members September 2004 Conducted by WorldatWork and Watson Wyatt Worldwide About WorldatWork and WorldatWork Membership Surveys
More informationPreparation. Did you know. As you start your career or pursue a new one, keep these things in mind
Wherever you are in your career, there s always room for learning and development. This workbook summarizes key insights from The Career Playbook video series, available to Navient customers on Navient.com/loan-customers.
More informationAfter your registration is complete and your proctor has been approved, you may take the Credit by Examination for MONEY 1A.
MONEY 1A Money Matters, First Semester #8383 (v.1.0) To the Student: After your registration is complete and your proctor has been approved, you may take the Credit by Examination for MONEY 1A. ABOUT THE
More informationWhat is on the Horizon for the Industry?
April 2018 Second only to the weather, travel woes are the friendliest form of small-talk. Unexpected delays, airport congestion, and shrinking seat size are universally relatable for air travelers. However,
More informationHuman capital and merger and acquisitions: how to integrate the global mobility and talent management function of differing cultures
Human capital and merger and acquisitions: how to integrate the global mobility and talent management function of differing cultures In search of a new talent paradigm Disclaimer EY refers to the global
More informationDirectors Remuneration Policy
The following is an excerpt from pages 91 95 of Antofagasta plc s 2013 Annual Report setting out the Directors Remuneration Policy for the Company. This Policy was approved by shareholders at the Annual
More informationEvolving from a Transactional to a Strategic Mobility Function
2015 Interview Evolving from a Transactional to a Strategic Mobility Function by Kay Hall Evolving from a Transactional to a Strategic Mobility Function by Michael Joyce Kay Hall, Managing Director EMEA
More informationB A L A N C I N G M O B I L I T Y O B J E C T I V E S : TA L E N T V S. B U S I N E S S N E E D S
B A L A N C I N G M O B I L I T Y O B J E C T I V E S : TA L E N T V S. B U S I N E S S N E E D S L a u r a R o d r i g u e z G l o b a l D i r e c t o r, Ta l e n t M o b i l i t y J o h n s o n & J o
More informationOther issues such as kidnaping and corruption would make HR policies and procedures differ among countries in which each subsidiary is based.
Textbook: How Intercountry Differences Affect HRM: To a large extent, companies operating only within Canada s borders have the luxury of dealing with a relatively limited set of economic, cultural, and
More informationPersonal Financial Literacy, (Madura, et al) 2010 Correlated to: Texas TEKS for Money Matters (High School)
Subchapter F. Finance 130.162. Money Matters (One-Half to One Credit). (a) General requirements. This course is recommended for students in Grades 9-12. Recommended prerequisite: Principles of Business,
More informationTHE BDO PAYROLL SOLUTION
PAYROLL SERVICES 2 THE BDO PAYROLL SOLUTION Many businesses experience difficulty in achieving a consistent payroll function for their local operations or across multiple countries. BDO s team of outsourcing
More informationRESISTING INERTIA: Auditing and Benchmarking Your Global Mobility Program. By Steve Nurney, Principal at Mercer
RESISTING INERTIA: Auditing and Benchmarking Your Global Mobility Program By Steve Nurney, Principal at Mercer According to Newton s First Law of Motion, a body s motion remains constant unless an external
More informationWorld Mobility Perspectives: 2015 Global Mobility Trends. Issue 1, How the world works better
World Mobility Perspectives: 2015 Global Mobility Trends Issue 1, 2015 How the world works better www.crownworldmobility.com 2015 Global Mobility Trends A new year gives us the opportunity to reflect on
More informationTHE BDO PAYROLL SOLUTION
PAYROLL SERVICES 2 THE BDO PAYROLL SOLUTION Many businesses experience difficulty in achieving a consistent payroll function for their local operations or across multiple countries. BDO s team of outsourcing
More informationChapter 5 International Compensation Management. IHRM Welingkar Hybrid Program
Chapter 5 International Compensation Management IHRM Welingkar Hybrid Program Chapter Objectives By the end of this chapter, you will understand: How to manage international compensation What are the challenges
More informationCONTENTS I. POLICY SUMMARY
Senior Management Group Appointment and Compensation Approved September 18, 2008 Amended March 19, 2009, September 16, 2010, and September 18, 2013 Responsible Officer: Vice President Human Resources Responsible
More informationEstablishing a business presence in the UK
Establishing a business presence in the UK Our mission is a simple one - to help our clients make the most of their people wherever they are. Our clients range from large multinational public companies
More informationGLOBAL MOBILITY IN THE UNIVERSITY SECTOR:
HEALTH WEALTH CAREER GLOBAL MOBILITY IN THE UNIVERSITY SECTOR: A BUSINESS PERSPECTIVE ADELAIDE, SEPTEMBER 15 2015 Lorraine Jennings Principal and Global Mobility Practice Leader, Pacific Adrienne Best
More informationQuestion #1: Should we match our roles to Radford s specific, generic or roll-up survey jobs?
February 2018 From job matching to differentiating pay based on skills and geographic locations, we address some of the life sciences sector s biggest compensation benchmarking challenges. In the fall
More informationPrinciples to Consider. NEA Collective Bargaining & Member Advocacy
Principles to Consider Alternative Compensation - A pay system that is not based solely on a single salary schedule. May be the primary means of compensation or may supplement a single salary schedule.
More informationHigh Turnover Rates Influence Pay
July 2016 Following a hiring frenzy in 2015, many technology companies are now focusing on sales staff productivity, hoping that their big investments in talent will deliver on ambitious growth goals.
More informationALIGNING MOBILITY WITH ORGANIZATIONAL STRATEGY
ALIGNING MOBILITY WITH ORGANIZATIONAL STRATEGY ELLIE SULLIVAN VP Consulting Weichert Workforce Mobility JAN OWEN Senior Manager Global Relocations Service, HR Business Services Delivery TD Bank Group Objectives
More informationHR Connect Asia Pacific
Employee Engagement Trends in Hong Kong and its Impact on Employers By Andy Leung, Senior Consultant, Aon Hewitt Hong Kong The economic recession that started in 2008 dramatically changed the landscape
More informationBuilding a Compensation Program. Strategic Objectives: Cost Controls & Real Life Solutions
Building a Compensation Program Strategic Objectives: Cost Controls & Real Life Solutions Michael F. Maciekowich National Director Astron Solutions, LLC michaelm@astronsolutions.com 917-714-0317 Understanding
More informationGLOBAL LEADERS IN ASIA H-4 WORK AUTHORIZATION EMPLOYEE ENGAGEMENT. but NAVIGABLE IMMIGRATION: WHAT TO EXPECT
STUDYING IN THE U.S. / MARKET SUMMARY: NORTHERN VIRGINIA / DESTINATION PROFILE: IRELAND / DISCLOSURE RULES PREVIEW Magazine of Worldwide ERC June 2015 IMMIGRATION: but NAVIGABLE GLOBAL LEADERS IN ASIA
More informationMANAGING CONFLICT IN A MATRIX
MANAGING CONFLICT IN A MATRIX By Amy Kates and Greg Kesler www.kateskesler.com To be published in MWorld (American Management Association magazine) in 2011 For years, leaders have tried to create organizations
More informationEMPLOYEE MOBILITY AND TALENT MANAGEMENT INTEGRATION
EMPLOYEE MOBILITY AND TALENT MANAGEMENT INTEGRATION Talent management continues to be a hot-button topic within global mobility. Aligning the movement of employees, whether temporarily or permanently,
More informationREWARDS AND BENEFITS: Compensate your people with purpose
REWARDS AND BENEFITS: Compensate your people with purpose UP. IT S WHERE REWARD DRIVES PERFORMANCE Reward can be a powerful tool to motivate people to hit goals but there are a lot of moving parts. Beyond
More informationMyth #1: Country-level data is good enough
October 2017 From gender pay equity to benchmarking pay at the 75 th percentile, we break down commonly held beliefs in the compensation profession to separate fact from fiction. Among compensation professionals,
More informationSHAWCOR LTD. COMPENSATION AND ORGANIZATIONAL DEVELOPMENT COMMITTEE OF THE BOARD OF DIRECTORS CHARTER
December 10, 2014 SHAWCOR LTD. COMPENSATION AND ORGANIZATIONAL DEVELOPMENT COMMITTEE OF THE BOARD OF DIRECTORS A. Authority CHARTER The Compensation and Organizational Development Committee (the Committee
More informationUnderstanding Your Pay
Understanding Your Pay Providing you with an overview of your pay at the Deluxe family of companies This information provides an outline of our compensation programs and guidelines. It is not intended
More informationThe Compensation Checklist for Nonprofits. Are you prepared for today and the next 5 years?
The Compensation Checklist for Nonprofits Are you prepared for today and the next 5 years? January 25, 2011 Today s Presenters Nonprofit HR Solutions Providing human resources solutions for the nonprofit
More informationEnabling, Engaging, & Rewarding Employees A Study of Most Admired Companies
Enabling, Engaging, & Rewarding Employees A Study of Most Admired Companies Tom McMullen Mexico City (April 6, 2011) Fortune survey of World s Most Admired Companies What is it? Fortune has combined the
More informationAn Oracle White Paper January ROI of Social Media in the Enterprise: A Benchmarking Survey
An Oracle White Paper January 2013 ROI of Social Media in the Enterprise: A Benchmarking Survey Introduction In July 2011, SelectMinds (acquired by Oracle in November 2012) commissioned research firm Illumas-Global
More informationCivil Service Salary System in Ireland and Recent Reform Trends. by David Hurley. Pay and Remuneration Division, Dept of Finance Dublin, Ireland
Civil Service Salary System in Ireland and Recent Reform Trends by David Hurley Pay and Remuneration Division, Dept of Finance Dublin, Ireland Conference on Civil Service Salary Systems in Europe Bucharest,
More informationTalent Management and Rewards Survey. U.S. Report
2012 2013 Talent Management and Rewards Survey U.S. Report 2012 2013 Talent Management and Rewards Survey U.S. Report Table of Contents Introduction Ensuring Workers Get What They Need, While Organizations
More informationMay 24, 2011 New York, NY
May 24, 2011 New York, NY Safe Harbor Statement The information provided in this presentation (both written and oral) relating to future events are subject to risks and uncertainties, such as competition;
More informationThe State of Performance Management
A WorldatWork Survey Brief The State of Performance Management Survey of WorldatWork Members August 2004 Conducted by WorldatWork, Sibson and Synygy About WorldatWork and WorldatWork Membership Surveys
More informationGCC talent attraction and retention survey
GCC talent attraction and retention survey 011-01 GCC talent attraction and retention survey 011-01 Contents Executive summary Overview of participants 4 Risk and growth 7 Growth strategy and focus 8 Attraction
More informationGuide To Singapore Employment Act
Guide To Singapore Employment Act The purpose of this guide is to provide a general introduction to the statutory requirements as per the Singapore Employment Act and common practices applied to employment
More informationOhio University Compensation 2014 PAY ADMINISTRATION GUIDELINES NOVEMBER 1, Draft for Review and Finalization with Ohio University
Ohio University Compensation 2014 PAY ADMINISTRATION GUIDELINES Draft for Review and Finalization with Ohio University NOVEMBER 1, 2014 1 Introduction Ohio University s staff compensation program for Administrative/Professional,
More informationAbbott India Limited
Abbott India Limited Remuneration Policy 1. Purpose: 1.1 Section 178(3) of the Companies Act, 2013 and Clause 49 (IV) B (1) of the Listing Agreement requires every Nomination and Remuneration Committee
More informationSuccessful International B2B Pricing for Manufacturers of Consumer Goods
Successful International B2B Pricing for Manufacturers of Consumer Goods Cluster criteria: Geographical proximity Legal barriers/free trade agreements Similarity in culture/local preferences Same currency
More informationMANAGING THE TOTAL COST OF EMPLOYMENT ACROSS EMEA: THE CITI APPROACH
MANAGING THE TOTAL COST OF EMPLOYMENT ACROSS EMEA: THE CITI APPROACH Citi, a leading global bank with approximately 200 million customer accounts, does business in more than 160 countries and jurisdictions.
More informationBusiness Case for Retention Endorsed by 10,000 employees
WHITE PAPER Background Uncertainty Employers in every part of the world have had to navigate a changing business landscape in recent history. In the past 5 years, the unstable external environment has
More informationGRADS OF LIFE. Opportunity Youth Talent Pipelines: A Solution to America s Business Needs. Reinventing Our Communities Conference September 21, 2016
GRADS OF LIFE Opportunity Youth Talent Pipelines: A Solution to America s Business Needs Reinventing Our Communities Conference September 21, 2016 THE OPPORTUNITY DIVIDE 1 in 7 young adults in the U.S.
More informationTHE NEXT FRONTIER OF HR EXCELLENCE. Talent Mobility for the 21st Century Organization
THE NEXT FRONTIER OF HR EXCELLENCE Talent Mobility for the 21st Century Organization Survey Participants The survey was taken in August 2015 NUMBER OF PARTICIPANTS: 80 LEVEL ROLES COMPANY SIZE 4% 30% 3%
More informationWelcome to ARG s Contracting Services division. ARG has been delivering comprehensive infrastructure solutions to Independent Recruiters and small teams since 1998. ARG is unlike any contracting services
More informationBuilding stronger engagement through employee segmentation
We re for the Workforce White paper Building stronger engagement through employee segmentation Traditional ways of analyzing employee groups are no longer relevant. Assessing employees based solely on
More informationWinning Globally. Chapter 8 Transfer Expats or Hire Locals? A Playbook for International Expansion Teams GLOBAL GROWTH EXPERTS.
Winning Globally A Playbook for International Expansion Teams Chapter 8 Transfer Expats or Hire Locals? By Larry Harding GLOBAL GROWTH EXPERTS Chapter 8 Transfer Expats or Hire Locals? The pros and cons
More informationWhat to Expect From the Next Decade of
cover story 01 2016 The Magazine of WorldatWork What to Expect From the Next Decade of 2016 WorldatWork. All Rights Reserved. For information about reprints/re-use, email copyright@worldatwork.org www.worldatwork.org
More informationFor personal use only
ASX ANNOUNCEMENT 1 November 2016 Corporate Governance Statement 30 June 2016 The Board of Directors is committed to improving and achieving good standards of corporate governance and has established corporate
More informationJob Posting Guidelines
Job Posting Guidelines After review by the Career Center, the job listing (ER) will be posted for students under nonwork-study listing, work-study listing or both. If the Human Resource Team wishes to
More informationStrategic Recruitment
Strategic Recruitment Building a stronger talent pipeline Michelle Earley, Office of Personnel Management Senior Executives Association April 4, 2018 Mission: Finding the right people for the right jobs
More informationIs Your Employee Equity Plan IPO-Ready?
Is Your Employee Equity Plan IPO-Ready? July 2015 One of the biggest challenges for compensation professionals in the run-up to going public is adapting your stock plan to meet public market expectations.
More informationGlobal Talent Mobility: The 21 st Century Business Imperative
Global Talent Mobility: The 21 st Century Business Imperative Friday September 5 th, 2008 Session Objectives Global Talent Mobility: The 21 st Century Business Imperative > Understand the new demands and
More informationALIGNING MOBILITY WITH ORGANIZATIONAL STRATEGY
ALIGNING MOBILITY WITH ORGANIZATIONAL STRATEGY ELLIE SULLIVAN VP Consulting Weichert Workforce Mobility JAN OWEN Senior Manager Global Relocations Service, HR Business Services Delivery TD Bank Group Objectives
More informationHOW EMERGING MARKETS ARE CHANGING EXPATRIATE POLICIES
HOW EMERGING MARKETS ARE CHANGING EXPATRIATE POLICIES BY OLIVIER MEIER Emerging markets are on a trajectory of relatively rapid economic growth, where GDP expansion is set to dramatically outpace that
More information2
1 2 3 4 5 PRE ACTIVITY Students are given handouts with the article about Nucor Steel Company and its human Resource Management. The teacher may read the case and ask the following questions: What is the
More informationDEVELOPING A RELOCATION POLICY A GUIDE TO GETTING STARTED
CAPRELO PRESENTS DEVELOPING A RELOCATION POLICY A GUIDE TO GETTING STARTED Inside Setting and Revising Relocation Policies 2 Understanding Status and Tiers 2 What is Status? What is a Tier? Types of Relocation
More information