Variable Pay Designing & Management
|
|
- Arthur Hardy
- 6 years ago
- Views:
Transcription
1 Date: 3. August 2012, 14:00-17:00 Venue: The Garden Hotel, Guangzhou HR Seminar & Discussion Forum Variable Pay Designing & Management - Minutes - Speaker: Christine Zhen, HR director of C&B, Greater China - Emerson Network Power China Content: 1. Total Rewards Model 2. Basic Concept of Variable Pay 3. Linking Variable Pay with Business Objectives 4. Types of Variable Pay 5. Developing a Variable Pay Plan Aim of the seminar: investigate the essence of variable pay from an economic angle Employee: Provide labor value Employer: Give Reward for Value (Ability, Performance, Acknowledgement and reward to contribution) Total Rewards Model Organizational Structure, Business Strategy, Human Resource Strategy Total Rewards Strategy Compensation, Benefits, Work-Life, Performance & Recognition, Development & Career Opportunities Attract Motivate Retain Employees Satisfaction and Engagement Business Performance & Results Total Rewards Strategy: Compensation Variable Pay/Fixed Pay 1
2 Characteristics of Variable Pay Basic Concept of Variable Pay Payouts typically in lump sum cash or stock-related awards Does not permanently increase fixed salary, but may be included in benefits determination Must be re-earned each year Typically includes participation of a large segment of the employee population below the executive level Fixed Pay Orientated to compensate for day to day responsibilities and ongoing performance Recognizes long-term contribution Factors in Skill/Competency development Variable Pay Aimed at rewarding special objectives and results ( e.g. increased productivity, cost reduction) Rewarded for Above and Beyond expected, regular contributions Drives strategic innovations Variable Pay rewards for accomplishments and results Organizational, group or individual results Performance based compensation Flexible and adaptable Three Categories of Variable Pay Incentives Bonus Recognition Criteria determined in advance Completion of a specific task Criteria broadly defined and subjective Amount of payment can Amount determined in Awarded spontaneously vary Monetary or nonmonetary advance Monetary Decision made after the fact Budgeted Focused on behaviors Self-funded or budgeted Nondiscretionary Nondiscretionary Monetary or Nonmonetary Budgeted Discretionary 2
3 Bonus Plan Types Referral bonus Hiring (sign-on) bonus Retention (stay) bonus Project completion bonus Linking Variable Pay to Business Objectives Desired Business Goals Business Strategy Staffing/Org. Requirement HR Strategy Total Rewards Plan Variable Pay The society has similar companies which employ similar workers, who have a similar educational background. They do a similar kind of work, have a similar way of thinking, a similar price and quality, create similar products and do similar things. Business Strategy Operational excellence Product/ Service Leadership Customer intimacy 3 mostly seen strategic positions Costs as a leading strategy Service as a leading strategy Technology/Innovation - as a leading strategy Product Innovation Product Change, Product Variety, Product Performance Operational Excellence Standard Products, Low Margins, High Volume Customer Intimacy Customer Relationship, Product customization, Customer Service Business Strategy drives Business Objectives Business Life Cycle Startup Growth Maturity Decline Threshold Growth Maturity Decline High Total Fixed Pay STI STI, LTI STI Medium Short Term Investment TFP TFP LTI Low Long Term Investment LTI TFP 3
4 Variable Pay helps to achieve Business Objectives Focus, Alignment, Motivation, Reinforcement Types of Variable Pay Objective: By the conclusion of this module, you will be able to accomplish the following: 1. Explain short-term and long-term incentive plans, including objectives, approaches and considerations. 2. Explain types of bonus plans, including objectives and considerations. 3. Explain types of recognition plans, incl. objectives and considerations. Short-Term Incentive Plans Short-Term Profit-sharing Performance-sharing Individual performance-based Profit-Sharing Plans Share profits with employees Base rewards on financial performance Typically include entire organization Payout in equal or graduated amounts Profit-Sharing Plan Objectives Foster employee identification with organization s success Create a common focus Profit-Sharing Plan Approaches First-return plans Threshold plans Operating budget plans Peer company comparisons Considerations for Profit-Sharing Plans Promote awareness/focus Pay out only when company has profit Employee ability to influence overall performance Flexibility of design May increase administrative requirements 4
5 Individual Performance-Based Plans Base payouts on individual performance Focus on more than financial results Individual Performance-Based Plan Approaches Performance against predetermined objectives (MBO) Output-based Commission Considerations for Individual Performance-Based Plans Reinforcement of performance culture Narrow vision Wide variations in pay High levels of administration Phase 1 Developing a Variable Pay Plan Pre-Design Considering internal and external factors Obtaining management support Identifyi9ng the design team Internal Factors Organizational readiness Costs/resource availability Timing External Factors Labor market Competition Geopolitical Legal/regulatory Technology Variable Pay Effectiveness Model Variable Pay Plan Effectiveness = Direction Business objectives Culture x Power Awareness Value Performance sensitivity Participation 5
6 Issues to Consider Is the organization ready for a new or revised variable pay program? Costs/Resource Availability Implementation costs Funding Compliance Support staff External Factors Labor market Competition Geopolitical Technology Legal/regulatory Obtaining Management Support Determine buy-in early Begin at a high level Utilize allies Identifying the Design Team Considerations for an in-house design team Advisory group alternative Phase 2 Design Determining plan objectives and plan type Defining eligibility Selecting performance measures Determining Plan Objectives and Plan Type Directly address business objectives Limit the number of objectives Use SMART objectives Select a plan type that supports objectives Examples Defining Eligibility Level at which performance is measured Participant line of sight 6
7 Nonparticipants Individual criteria Level at Which Performance Is Measured Organization wide Organizational unit Team Individual Participant Line of Sight Employee s perception of influence Short line of sight vs. long line of sight Employee/management Selecting Performance Measures Identify performance drivers Establish performance measures Determine if there are single or multiple measures Quantitative Measures Financial Volume/profit Aggregate/end-result level Limited interim process feedback Strong indicator of past performance Operational Day-to-day data Measure effectiveness Identify key processes Reflect value to customer Market Prevalence Survey Result of Financial Performance Financial Performance measure Market prevalence Cash Flow 24% Earnings per share 12% EBIT/EBITDA 24% EVA/CVA/Shareholder Value 9% Operating Income 9% Profit 21% Return on Equity/Assets 6% Revenue 32% Data Source: Aon Hewitt 2010 China Variable Compensation Measurement 7
HR certification: basic course
HR certification: basic course What makes the program unique: It is a modular program covering all major areas of the integrated talent There are trainings for different levels of HR professionals (basic
More informationSimple Reward Practices for Better Business Results
Simple Reward Practices for Better Business Results Tim Silvera Vice President, Ultimate Rewards Practice Leader 1 Topics 1 2 3 4 What is Important to Today s Workforce? Pay-for-Success Compensation Philosophy
More informationPay for Performance - How to design a short term incentive plan? Caroline Yang
Pay for Performance - How to design a short term incentive plan? Caroline Yang 1 Session Objectives This session will provide participants a high level overview of: Where to start when designing a short
More informationIncentives in Not-for-Profits: A Review of Basic Principles. JER HR Group, LLC
Incentives in Not-for-Profits: A Review of Basic Principles JER HR Group, LLC What are Incentives? Any type of additional compensation that is expressly intended to recognize and promote performance. Forms
More informationPractices Related to Motivation
Postgraduate Diploma in Business and Management Program PGD S2.4 Human Resource Strategy By Dr. Travis Perera Day 7. Activities Associated with the Management of Human Capital Part 5 Practices Related
More informationBest Practices and ROI of Employee Recognition. March 27th, 2013
Best Practices and ROI of Employee Recognition Deb Broderson VP Marketing March 27th, 2013 Discussion Points Getting your Employee Recognition Program Right Page 2 About Perks Page 3 A Brief History of
More informationCourse Materials TOTAL COMPENSATION. Julia A. Johnson Senior Manager Wipfli LLP Green Bay, Wisconsin
Course Materials TOTAL COMPENSATION Julia A. Johnson Senior Manager Wipfli LLP Green Bay, Wisconsin jajohnson@wipfli.com 920-662-2876 August 10 & 11, 2017 Total Compensation Graduate School of Banking
More informationGlobal Workforce Analytics: The Next Big Thing? Featuring: Linda E. Amuso Radford Dan Weber Radford
Global Workforce Analytics: The Next Big Thing? Featuring: Linda E. Amuso Radford Dan Weber Radford Session Agenda Creating a Foundation for Analytics People & Spend Analytics Performance & Spend Analytics
More informationBest Employers Study. Benchmark and measure your organization s people practices and their alignment to business performance.
Best Employers Study 2013 Romania Benchmark and measure your organization s people practices and their alignment to business performance Partners: ENGAGING PEOPLE TO DRIVE BUSINESS PERFORMANCE CREATING
More informationTotal Rewards Implementation and Integration. research. A report by WorldatWork and Mercer July 2010
Total Rewards Implementation and Integration research A report by WorldatWork and Mercer July 2010 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll
More information2011 All Staff Pulse Survey Results
2011 All Staff Pulse Survey Results August 2012 All Staff Pulse Survey Results 2012 Last staff survey was conducted in 2008 Pulse survey, conducted in October 2011, consisted of 29 questions and one open
More informationRewards Strategy and HR Practice Executive Summary. - Leading Companies
2013 Rewards Strategy and HR Practice Executive Summary - Leading Companies About This Survey Aon Hewitt China has been conducting HR Practice and Benefit Survey for more than ten years. This survey tracks
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 informationHow to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor
More informationLearning Objectives. After you have read this chapter, you should be able to:
ROBERT L. MATHIS JOHN H. JACKSON Chapter 13 Variable Pay and Executive Compensation Presented by: Prof. Dr. Deden Mulyana, SE.,M,Si. SECTION 4 Compensating Human Resources http://www.deden08m.wordpress.com
More informationVariable Pay and Executive Compensation
ROBERT L. MATHIS JOHN H. JACKSON Chapter 13 Variable Pay and Executive Compensation Presented by: Prof. Dr. Deden Mulyana, SE.,M,Si. SECTION 4 Compensating Human Resources Learning Objectives After you
More informationTrupp HR, Inc EMPLOYER BRAND SLIDE 1
Trupp HR, Inc. 2015 EMPLOYER BRAND SLIDE 1 JEAN ROQUE President + Founder T R U P P H R, I N C. Focusing your Employer Brand through the Applicant s Lens Understanding Employee Value Proposition Today
More informationGR1 Total Rewards Management
GR1 Total Rewards Management 3.06.1 Course Overview This basic-level course is specifically designed to be the first course in the Global Remuneration Professional (GRP) certification course sequence.
More informationCompensation Planning 2013: Planning for Performance
Compensation Planning 2013: Planning for Performance September 24, 2013 James Roth, Atlanta Colleen O Neill, Atlanta Jeanie Adkins, Louisville Today s Speakers James Roth Atlanta +1 404 442 3139 james.roth@mercer.com
More informationSupplemental Materials Compensation Philosophy Examples TOTAL COMPENSATION
Supplemental Materials Compensation Philosophy Examples TOTAL COMPENSATION Julia A. Johnson Senior Manager Wipfli LLP Green Bay, Wisconsin jajohnson@wipfli.com 920-662-2876 August 10 & 11, 2017 Compensation
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 informationOrganizational rewards often are both intrinsic and extrinsic. Intrinsic rewards include one s work and satisfaction with one s performance, which
1 2 Human resource management (HRM) is important to an organization s strategic success. It deals with the formal systems of human resource (HR) planning, staffing, compensation, benefits, and implementing
More informationChapter 9. Compensation (Core Compensation) Copyright 2016 Pearson Education, Inc. 9-1
Chapter 9 Direct Financial Compensation (Core Compensation) Copyright 2016 Pearson Education, Inc. 9-1 Total Compensation Components Copyright 2016 Pearson Education, Inc. 9-2 Direct Financial Compensation
More informationAlternatives to Pay that Reward Employees and Increase Engagement
Total Comp. $000s McLagan Alert Alternatives to Pay that Reward Employees and Increase Engagement By Jeremy Smith and Ken Oehler 11 April 2013 As premiums for working in financial services shrink and demands
More informationManaging Performance in DoD: Creating a Culture of High Performance
Managing Performance in DoD: Creating a Culture of High Performance Lisa McGlasson, Chief, Labor and Employee Relations Division Defense Civilian Personnel Advisory Service July Topics Building a Performance
More informationDriving high performance
Driving high performance Towers Watson s Spring Conference Linking Pay to Performance for Broad-based Employees Scott Cullen and Beth Powell 12 March 2014 The typical rewards impacted by performance Performance-Based
More informationThe Importance of Compensation at Blue Cross Blue Shield of Massachusetts (BCBSMA)
The Importance of Compensation at Blue Cross Blue Shield of Massachusetts (BCBSMA) Attracting and retaining high-quality talent is crucial to our continued business success. Our compensation programs,
More informationCOMPENSATION AND REWARDS. The complex process includes decisions regarding variable pay and benefits
COMPENSATION AND REWARDS Definition: The sum total of all forms of payments or rewards provided to employees for performing tasks to achieve organizational objectives. Compensation- Nature and scope The
More informationAge of Alignment: Linking Compensation & Business Strategy
Age of Alignment: Linking Compensation & Business Strategy Compensation Series December 16, 2014 ADVANCING EXEMPLARY BOARD LEADERSHIP Meet The Presenters Richard Goeglein (moderator) is a director at Pinnacle
More informationRedefining Corporate Culture: A San Diego Zoo Case Study
Redefining Corporate Culture: A San Diego Zoo Case Study Tim Mulligan, JD Chief Human Resources Officer San Diego Zoo Global @sdzglobal @mulligna 1 of 52 @sdzglobal #HRWestConf Agenda About San Diego Zoo
More informationOn ,000 20,000 10,000. Learning and development. Compensation and incentives. Effectiveness and efficiency. Competence and qualifications
Strategy, performance and responsibility UBS relies on the expertise and commitment of its employees to meet clients needs. For employees, UBS s wide range of businesses, global career opportunities and
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 informationChapter 1. The Pay Model
Chapter 1 The Pay Model Learning Objectives Compensation - Definition Forms of pay A pay model 1-2 Perspectives of Compensation Society s Views Stockholders Views Employees Views Managers Views 1-3 Perspectives
More informationREMUNERATION REPORT. > > outlook and focus areas for the 2018 financial year.
REMUNERATION REPORT REMUNERATION POLICY: BACKGROUND STATEMENT Reunert s remuneration policy details the principles that govern the group s remuneration practices. The policy ensures that remuneration incentivises
More informationReducing the financial impact
Reducing the financial impact of the New FLSA Overtime Rules Sponsored by Trupp HR, Inc. Presented by: Jean Roque Trupp HR President + Founder Breea Gale HR Business Partner Today s Presenters Breea Gale
More information2018 SPHR. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES. SPHR Senior Professional in Human Resources
CERTIFICATIONS IN HUMAN RESOURCES SPHR Senior Professional in Human Resources 2018 SPHR Exam Content Outline NOTE: The 2018 revisions to the SPHR exam content outline go into effect for all SPHR exams
More information2018 Health Care Compensation Survey U.S.
Participation is open In 2017: Over 300 participants, representing more than 1,100 unit locations 515 positions reported 1,147,739 incumbents a 6% increase from the prior year 2018 Health Care Compensation
More informationCompensation Program Guide
Compensation Program Guide For Toronto Hydro Corporation (THC) and Toronto Hydro Electric System Limited (THESL) Executives, Managers, Supervisors & Professionals February 2009 February, 2009 1 Your Guide
More informationHUMAN RESOURCES PROGRAMS
HUMAN RESOURCES Human Resources (HR) strategically, and cost effectively, recruits, retains, motivates, rewards, and develops Metropolitan s employees. PROGRAMS The focus of Human Resources is to foster
More informationIBM Approach to Maintaining Pay Equity
Ron Glover, Vice President, Diversity and Workforce Policy February 2013 IBM Approach to Maintaining Pay Equity Topics Value of being an IBMer IBM Compensation Strategy Enabling Pay Equity Pay Differentiation
More informationfinancial incentives. piecework plans. perquisites. D) Taylor bonuses. E) group incentive plans.
MULTIPLE HOIE. hoose the one alternative that best completes the statement or answers the question. 1 Popularized by Frederick Taylor in the late 1800s, financial rewards paid to workers whose production
More informationBUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP
BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Senior_leadership_121412_wp
More informationSTRATEGIC COMPENSATION SOLUTIONS, LLC.
JENNIFER ATKINS, PHR STRATEGIC COMPENSATION SOLUTIONS, LLC. JENNIFER ATKINS HAS SPECIALIZED IN THE FIELD OF COMPENSATION AND HELD TOTAL REWARD FOCUSED ROLES FOR THE PAST 13 YEARS. SHE HAS WORKED WITH NONPROFIT,
More informationBefore the South Dakota Public Utilities Commission of the State of South Dakota
Direct Testimony Laura A. Patterson Before the South Dakota Public Utilities Commission of the State of South Dakota In the Matter of the Application of Black Hills Power, Inc., a South Dakota Corporation
More informationDelivering a True Total Reward Strategy Robert Cross Interim Head of Reward TUI UK & Ireland. EB Live September
Delivering a True Total Reward Strategy Robert Cross Interim Head of Reward TUI UK & Ireland EB Live September 2014 1 Agenda Introductions The Total Reward Journey What We ve Done What We re Doing Remember
More informationPolicy Mandatory For internal use October Nestlé Total Rewards Policy
Policy Mandatory For internal use October 2012 Nestlé Total Rewards Policy Policy Mandatory For internal use October 2012 Issuing department Corporate Compensation and Benefits Target audience All employees
More informationLearning Objectives. Understand the different types of compensation. Understand what is strategic compensation planning
Ibrahim Sameer Learning Objectives Define compensation Understand the different types of compensation Understand what is strategic compensation planning Understand the factors affecting wage rate Understand
More informationCorporate. reviewing. time to time. (i) terminate any evaluation. retain and. (ii) consulting Sterling LLP. successful
The following forms State Street s UK Pillar 3 disclosure under BIPRU 11.5..18R in respect of 2011. BIPRU 11.5.18R (1) Information concerning the decision-making process used for determiningg the remuneration
More informationCertified Talent Manager VS-1051
VS-1051 Certified Talent Manager Certification Code VS-1051 Vskills certification for Talent Manager assesses the candidate as per the company s need for talent identification, retention and management.
More informationChapter Topics COMPENSATION MANAGEMENT
Chapter Topics Major Decisions Specify Competitive Pay Policy The Purpose of a Survey Select Relevant Market Competitors Design the Survey Interpret Survey Results and Construct a Market line From Policy
More informationWorkforce Development Retention That Works
Workforce Development Retention That Works Alberta Agriculture and Forestry October, 2016 Content Alberta s Labour Market Workforce Retention AF s Workforce Development Initiative Questions 2 Alberta s
More informationBRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK
BRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK 2017 Survey Report EXECUTIVE SUMMARY Since Globoforce launched the WorkHuman movement, the concept of working human bringing more humanity
More informationMaking pay for performance work
Making pay for performance work Towers Watson s Autumn Conference Specialist incentives Ron Burke and Scott Cullen 3 October 2013 2013 Towers Watson. All rights reserved. Agenda What do we mean by specialist
More informationAgenda. Bonus Approach Process Practice. Other Reward Promotions LTI. Year-End Reviews Approach. Market Pay Approach Process.
Agenda MyIMPACT Program Year-End Reviews Approach Market Pay Approach Process Bonus Approach Process Practice Other Reward Promotions LTI 1 MyIMPACT Suite Overview www.companyname.com 2016 PowerPoint Multipurpose
More information2013 Compensation Planning Webinar
2013 Compensation Planning Webinar Creating a Talent Management Advantage Through Compensation Prepared by Consulting Performance, Reward & Talent Today s Discussion Topics Context for 2014 Compensation
More informationHR certification: basic course
HR certification: basic course What makes the program unique: It is a modular program covering all major areas of the integrated talent There are trainings for different levels of HR professionals (basic
More informationUnleashing Intrinsic Loyalty in Your Team
Unleashing Intrinsic Loyalty in Your Team HR Indiana August 22, 2018 GlobalGiving is the largest global crowdfunding community connecting nonprofits, donors, and companies across the globe. We make it
More informationREINVIGORATING THE PERFORMANCE MANAGEMENT PROCESS
REINVIGORATING THE PERFORMANCE MANAGEMENT PROCESS Gillian Thomson Reward Manager, Scottish Power Evan Davidge, Head of Reward UKMEA, Arup EB Live 2016 What we will cover How can you make the appraisal
More informationNovember Al Zink Care.com
COMPENSATION STRATEGIES AND TOTAL REWARDS 1 November 2013 Al Zink Care.com What s Changed In the Last 30 Years Still the same: 2 Determine annual rates from market data Complete surveys, use survey data
More informationReward next practices
Reward next practices A Study of Reward Leaders WorldatWork Conference - Philadelphia APRIL 29, 2013 insert client logo Presenters Tom McMullen Hay Group Chicago tom.mcmullen@haygroup.com +1.312.228.1848
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 informationThe Top Healthcare Compensation Issues for 2016
TRENDS & ISSUES The Top Healthcare Compensation Issues for 2016 AUTHORS Steve Sullivan Principal Transformation in healthcare is an extended journey over uncharted waters, featuring untested business strategies,
More informationHIGHLIGHTS OF MERCER GLOBAL FINANCIAL SERVICES SNAPSHOT SURVEY
HEALTH WEALTH CAREER HIGHLIGHTS OF MERCER GLOBAL FINANCIAL SERVICES SNAPSHOT SURVEY JUNE 2016 TODAY S SPEAKERS VICKI ELLIOTT Global Financial Services Talent Leader New York Vicki.Elliott@mercer.com +1
More informationADVISORY COUNCIL SUMMIT
ADVISORY COUNCIL SUMMIT 9/11/18 Agenda 1. Welcome and Introductions 2. Human Resources Vision, Benefits & Philosophy 3. Project Recalibration Details 4. Job Descriptions & Compensation Infrastructure Development
More informationEmployee Value Proposition Survey
Research-based // Valid // Reliable Understand how to attract, retain, and engage your workforce. The DecisionWise contains research-based questions designed to measure the factors that attract, retain,
More information3. Hourly compensation costs for manufacturing workers are higher in than the U.S.
ch1 1. Which of the following includes restrictions on executive pay that are designed to discourage executives from taking "unnecessary and excessive risks"? A. Corporate Welfare Program B. Employee Welfare
More informationHR Top Priorities In 2016:
HR Top Priorities In 2016: Employees Engagement Rewards, Recognition & Benefits Packages Communication Driving Value and Outcomes in a Shifting Employee Landscape Today Ways to more effectively engage
More informationA wage your (sales) people want to go for
A wage your (sales) people want to go for Basic principles & critical success factors on variable pay Wouter Beuckels Manager 3/06/2016 Introduction What is variable pay? Conditional and thus non-guaranteed
More informationREMUNERATION DISCLOSURE
FCE Bank plc REMUNERATION DISCLOSURE For the year ended 31 December 2017 Contents Remuneration Policy 2017 Remuneration Introduction... 3 Background... 3 Overview of approach to remuneration in FCE...
More informationKitsap County Human Resources 2018 Budget overview 9/22/2017
Kitsap County Human Resources 2018 Budget overview 9/22/2017 Kitsap Human Resources Mission o HR recruits talented, career-minded leaders; supports employee development; builds trust; celebrates teamwork;
More informationThe end of executive incentives? Jarrod Moyle Director Strategic Pay
The end of executive incentives? Jarrod Moyle Director Strategic Pay The End of Incentives? + Were large bonuses the cause of the GFC? + Have the rules changed so much that performance pay is no longer
More informationIncentive-Based Pay for Supply Chain Associates:
Incentive-Based Pay for Supply Chain Associates: Sponsored by: You Get What You Pay For Brian Ehlenberg Director of Labor Optimization 4SIGHT Supply Chain Group 2015 MHI Copyright claimed for audiovisual
More informationPhysician Employment : Success Strategies/ Physician Recruitment/ Retention and Compensation
Physician Employment : Success Strategies/ Physician Recruitment/ Retention and Compensation Craig Fowler, Senior Vice President Pinnacle Health Group cfowler@phg.com 404-816-8831 The opinions expressed
More informationManaging Human Resources Bohlander Snell
5 MANAGING PEOPLE Compensation & Incentive Plans Managing Human Resources Bohlander Snell 14 th edition PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter Contents Summarized
More informationHRM. Unit 1. Dr. Vinita Pimpale. Dr. Vinita Pimpale R.A.Podar College of Commerce & Economics
HRM Unit 1 1 What Is Human Resource Management? Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people
More informationState Street in the UK Pillar 3 Disclosure - Remuneration
The following forms State Street s UK Pillar 3 disclosure under BIPRU 11.5.18R in respect of 2013. BIPRU 11.5.18R (1) Information concerning the decision-making process used for determining the remuneration
More informationStrengthening the link between pay and performance
Strengthening the link between pay and performance Jennifer Ferris, CCP Compensation Professional Mykkah Herner, MA, CCP Manager of Professional Services www.payscale.com 14,000 Positions 3000 Customers
More informationOverhaul of Short Term and Long Term Incentive Programmes
22 October 2018 Dear Shareholder, You have recently received the annual accounts for the year ending June 2018. Over the past year a few shareholders have requested clarification of the company s remuneration
More informationUsing Metrics to Motivate and Reward Reimbursement Staff
Using Metrics to Motivate and Reward Reimbursement Staff Jim Knight, Partner Operations ACUServe Corporation, Cuyahoga Falls, OH CE Credit in Five Easy Steps! 1. Scan your badge as you enter each session.
More informationDifferentiated Pay Design Options. District Webinar 2 November 15, 2013
Differentiated Pay Design Options District Webinar 2 November 15, 2013 Today s Agenda Previous Resources Webinar Goals Differentiated Pay and Human Capital Systems Compensation Redesign Elements: Base
More informationCITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF MARCH 19, 2013
CITY OF VAUGHAN EXTRACT FROM COUNCIL MEETING MINUTES OF MARCH 19, 2013 Item 2, Report No. 4, of the Finance and Administration Committee, which was adopted without amendment by the Council of the City
More informationChapter Topics COMPENSATION MANAGEMENT
Chapter Topics Major Decisions Specify Competitive Pay Policy The Purpose of a Survey Select Relevant Market Competitors Design the Survey Interpret Survey Results and Construct a Market line From Policy
More informationThe Jobs to Careers Sustainability Planning Tool
The Jobs to Careers Sustainability Planning Tool Jobs to Careers National Program Office c/o Jobs for the Future 88 Broad Street, 8 th Floor Boston, MA 02110 TEL 617.728.4446 FAX 617.728.4857 www.jobs2careers.org
More informationLHRMA. >> Current Trends and Best Practices in Employee Recognition. June 2012
LHRMA >> Current Trends and Best Practices in Employee Recognition June 2012 We operate in a complex global economy that is no longer driven by sweat and steel but by information and understanding within
More informationMEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE
MEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE Employee engagement is the extent to which employees are motivated to contribute to organizational success and are willing to apply discretionary
More informationOutcomes. The Retention Dilemma Balancing Costs and Employee Engagement
Texas Association The Retention Dilemma Balancing Costs MARY NOVAK-JANDREY 2016 Outcomes Two key concepts Generations in the workplace Understanding your workforce Key metrics The future of The secret
More informationOver the past number of years, there has
Presenting Your Staff Compensation Package BY LESLIE LYON Leslie Lyon began her career in the Health and Beauty Industry 25 years ago and today enjoys her profession as an International Consultant, Educator,
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 informationUnderstand how jobs specialize to help link pay opportunity. Sales force effectiveness
Sales incentives can t make a bad rep good, but they sure can make a good rep bad. Global Sales Force Effectiveness & Rewards Advisory Leader, Joseph F. DiMisa Sales reps are skilled at evaluating the
More informationSkills Retention and Attraction Strategies for Higher Productivity Levels Richard Makoni
Skills Retention and Attraction Strategies for Higher Productivity Levels Richard Makoni The biggest concern of CEOs/Leaders worldwide is the quality of staff they employ or failure to unlock the true
More informationPAY IT FORWARD. sales reward criteria. Oana Datki SEE Managing Partner. Bucharest
PAY IT FORWARD sales reward criteria Oana Datki SEE Managing Partner Bucharest Creating effective sales compensation plans Align compensation with company objectives Sales compensation does not replace
More informationCERTIFICATIONS IN HUMAN RESOURCES. SPHRi TM Senior Professional in Human Resources - International TM SPHRi. Exam Content Outline
CERTIFICATIONS IN HUMAN RESOURCES SPHRi TM Senior Professional in Human Resources - International TM 2018 SPHRi Exam Content Outline SPHRi Exam Content Outline At-a-Glance: SPHRi Exam Weighting by Functional
More informationManuel Manny Rodriguez, MS, BCBA Executive Director, The OBM Network Pay for Performance
Manuel Manny Rodriguez, MS, BCBA Executive Director, The OBM Network Pay for Performance Are you here because You want to attract top-tier talent You want to motivate and retain talent You want improved
More informationSTRATEGIC COMPENSATION KEY TERMS
STRATEGIC COMPENSATION KEY TERMS 5D Design Tool Questionnaire A framework to assist in creating a strategic compensation model. The 5-step process includes developing a compensation strategy, designing
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 informationCHAPTER 1 Strategic Compensation: A Component of Human Resource Systems
CHAPTER 1 Strategic Compensation: A Component of Human Resource Systems Multiple Choice Questions 1. Which type of compensation program is based, in part, on the human capital theory? a) merit pay b) seniority
More informationHR Connect Asia Pacific
India s Knowledge Sector Growth Engine or Troubled Times Ahead? Organizations in the IT Business Process Management (BPM) sector will have to evolve their HR and rewards strategies to align with the rapidly
More informationClassification and Compensation Study Overview. Prepared for Transformation Task Force March 24, 2017
Classification and Compensation Study Overview Prepared for Transformation Task Force March 24, 2017 1 Project Scope: Jobs & Positions Impacted All MCCCD Employees, including: Regular Classified employees
More informationWorkforce Optimization
T-N-T Series 2017 Workforce Optimization The Holistic Application of Talent Development Multiple Forces At Work The Company Jobs Employees Customers Products HR, Training, & Development Principal #1 If
More informationREMUNERATION POLICY MIRVAC GROUP
REMUNERATION POLICY MIRVAC GROUP Document Control: MG-CSHR-HRP-2.29-B-0512 CONTENT 1.1 Purpose 3 1.2 Commencement 3 1.3 Application of Policy 3 2.0 Mirvac s remuneration principles 3 3.0 Total Fixed Pay
More information