Chapter 8. Designing Pay Levels, Mix and Pay Structure
|
|
- Estella McDowell
- 6 years ago
- Views:
Transcription
1 Chapter 8 Designing Pay Levels, Mix and Pay Structure
2 Learning Objectives 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 to practice: The pay-policy line 8-2
3 Learning Objectives From policy to practice: Grades and ranges From policy to practice: Broad banding Balancing internal and external Pressures: Adjusting the pay structure Market pricing 8-3
4 Exhibit Determining Externally Competitive Pay Levels and Structures 8-4
5 Specify Competitive Pay Policy Information on external markets Survey Process of collecting and making judgments about the compensation paid by others Provides the data for translating policy into pay levels, pay mix, and structures 8-5
6 The Purpose of a Survey Adjust pay level how much to pay? Based on overall movement of pay rates caused by competition in the market Adjust pay mix what forms? Base, bonus, stock, and benefits Adjust pay structure? Validate job evaluation results Establish internal structures 8-6
7 The Purpose of a Survey Study special situations Specific pay-related problems Estimate competitors labor costs Competitive intelligence Employment Cost Index Measures quarterly changes in employer costs for compensation 8-7
8 Select Relevant Market Competitors Relevant labor market includes employers who compete: For same occupations or skills For employees in same geographic area With same products and services Fuzzy markets Organizations with unique jobs and structures find it hard to get comparable market data Place more emphasis on external market data 8-8
9 Exhibit Relevant Labor Markets by Geographic and Employee Groups 8-9
10 Design the Survey Who should be involved? Compensation manager, managers, and employees Outside consulting firms How many employers? No firm rules Publicly available data Bureau of Labor Statistics 8-10
11 Design the Survey Word-of-mouse Online salary information Many surveys (but few that are validated) Which jobs to include? Benchmark-job approach Low-high approach Wages of lowest- and highest-paid benchmark jobs for are used as anchors for skill-based structures Benchmark conversion/survey leveling Differences are quantified when job content does not sufficiently match survey jobs 8-11
12 Exhibit Benchmarks 8-12
13 Design the Survey What information to collect? Organization data Financial data and reporting relationships Turnover and revenues Total compensation data Base pay Total cash Total compensation 8-13
14 Exhibit Possible Survey Data Elements and Rationale 8-14
15 Exhibit Possible Survey Data Elements and Rationale 8-15
16 Exhibit Advantages and Disadvantages of Measures of Compensation 8-16
17 Interpret Survey Results and Construct a Market Line Verify data Accuracy of match Benchmark conversion/survey leveling Anomalies Does any one company dominate? Do all employers show similar patterns? Outliers? 8-17
18 Interpret Survey Results and Construct Statistical analysis a Market Line Frequency distribution- Unusual shapes may reflect: Problems with job matches Widely dispersed pay rates Employers with widely divergent pay policies Central tendency Reduces a large amount of data into a single number Variation 8-18
19 Exhibit Statistical Measures to Analyze Survey Data 8-19
20 Interpret Survey Results and Construct a Market Line Update the survey data Aging or trending Process of updating pay data to forecast the competitive rates for the Market line Summarizes the distribution of going rates paid by competitors in the market 8-20
21 Exhibit Choices for Updating Survey Data Reflect Pay Policy 8-21
22 Construct a Market Pay Line Approaches to constructing a market pay line: Free hand approach Regression Analysis Setting pay for benchmark and nonbenchmark jobs 8-22
23 Exhibit From Regression Results to a Market Line 8-23
24 Exhibit Understanding Regression 8-24
25 Combine Internal Structure and External Market Rates Two parts of the total pay model have merged: Internally aligned structure - Horizontal axis External competitive data - Vertical axis Two aspects of pay structure: Pay-policy line Pay ranges 8-25
26 Exhibit Develop Pay Grades 8-26
27 From Policy to Practice: The Pay Policy Line Choice of measure Updating Aging the market data to a point halfway through the plan year is called lead/lag Policy line as percent of market line Specify a percent above or below market line an employer intends to match Other options Pay among the leaders Lead for some job families and lag for others 8-27
28 From Policy to Practice: Grades and Ranges Grades and ranges offer flexibility to: Deal with pressures from external markets Differences among firms regarding: Quality of individuals applying for work Productivity or value of these quality variations The mix of pay forms competitors use 8-28
29 From Policy to Practice: Grades and Pay range Ranges Exists whenever two or more rates are paid to employees in the same job Provides managers with the opportunity to: Recognize individual performance differences with pay Meet employees' expectations that their pay will increase over time, even in the same job Encourage employees to remain with the organization 8-29
30 From Policy to Practice: Grades and Grades Ranges Enhance an organization's ability to move people among jobs with no change in pay Have their own pay range Jobs within a single grade will have the same pay range 8-30
31 From Policy to Practice: Grades and Ranges Establish range midpoints, minimums, and maximums Size of the range should be based on: How ranges support career paths, promotions, and other organization systems 8-31
32 Exhibit Range Midpoint, Minimum, and Maximum 8-32
33 Exhibit Range Overlap 8-33
34 Overlap Promotion increases matter Size of differentials between grades should support career movement Overlap ought to be large enough to induce employees to seek promotion Skill-based plans: Establish single flat rates for each skill level regardless of performance or seniority 8-34
35 Broad banding From Policy to Practice: Broad Banding Consolidates salary grades into a few broad bands, each with: A sizable range One minimum and one maximum Range midpoint often not used 8-35
36 Exhibit From Grades to Bands 8-36
37 Exhibit Contrasts Between Ranges and Bands 8-37
38 Steps in banding From Policy to Practice: Broad Banding Set the number of bands Price the bands: reference market rates Flexibility-control Take advantage of flexibility without: Increasing labor costs Leaving the organization vulnerable to charges of inconsistent or illegal practices 8-38
39 Balancing Internal and External Pressures: Adjusting the Pay Structure Job structure: Orders jobs on the basis of internal factors: Reflected in job evaluation or skill certification Pay structure: Anchored by the external competitive position Reflected in pay-policy line 8-39
40 Balancing Internal and External Pressures: Adjusting the Pay Structure Reconciling differences May entail a review of : Job analysis Evaluation of the job Market data 8-40
41 Market Pricing Sets pay structures almost exclusively on external market rates Competitive rates for jobs for which external market data are available are calculated Remaining jobs are blended into pay hierarchy 8-41
42 Market Pricing Objective To base most of the internal pay structure on external rates To break down the boundaries between: The internal organization and the external market forces 8-42
43 Market Pricing Business strategy Internal pay structure is aligned with competitors decisions Little value is added through internal alignment Unique or difficult-to-imitate aspects of the pay structure are deemphasized Fairness is presumed to be reflected by market rates 8-43
Chapter Topics COMPENSATION MANAGEMENT. CHAPTER 8 (Study unit 7) Designing pay levels, mix and pay structures
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 informationChapter 8 Designing Pay Levels, Mix, and Pay Structures
Chapter 8 Designing Pay Levels, Mix, and Pay Structures Major Decisions -Some major decisions in pay level determination: -determine pay level policy (specify employers external pay policy) -define purpose
More informationCHAPTER 8 DESIGNING PAY LEVELS, MIX AND PAY STRUCTURES
CHAPTER 8 DESIGNING PAY LEVELS, MIX AND PAY STRUCTURES LEARNING OBJECTIVES 1. Identify the major decisions in establishing externally competitive pay. 2. Describe the purpose(s) of a salary survey. 3.
More informationChapter 5. Job-Based Structures and Job Evaluation
Chapter 5 Job-Based Structures and Job Evaluation Learning Objectives Job-based structures: Job evaluation Defining job evaluation: Content, value, and external market links How-to : Major decisions Job
More informationEstablishing a Pay Structure
fundamentals of Human Resource Management 4 th edition by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright CHAPTER 11 Establishing a Pay Structure McGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill
More informationGLOSSARY OF COMPENSATION TERMS
GLOSSARY OF COMPENSATION TERMS This compilation of terms is intended as a guide to the common words and phrases used in compensation administration. Most of these are courtesy of the American Compensation
More informationCHAPTER 1 (Study unit 1) THE PAY MODEL
12/11/2009 COMPENSATION MANAGEMENT CHAPTER 1 (Study unit 1) THE PAY MODEL 1 Chapter Topics Compensation: Definition Forms of Pay A Pay Model Book Plan Your Turn: Glamorous Internships, or House Elves?
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 informationGender Pay Gap Reporting. Reporting for April 2017
Gender Pay Gap Reporting Reporting for April 2017 Our Commitment Teaching Personnel is an equal opportunities employer, working with nearly 6,000 teachers, teaching assistants and internal staff across
More informationManaging Compensation
Managing Compensation Human Resource Management 1 Lecture Outline What is Compensation? Issues in Managing Compensation Elements/Criteria of Compensation System Compensation Tools Legal Environments 2
More informationCompensation System Design & Strategies
Compensation System Design & Strategies Winston L. Tan, Managing Principal Employment Value Balance Experience Competencies Skill Network Base pay Variable pay Benefits Perquisites Work environment 2 Time
More informationStudent Workbook. Designing A Pay Structure TOTAL REWARDS. Student Workbook. STUDENT WORKBOOK Designing A Pay Structure. By Lisa A. Burke, Ph.D.
Case Study and Integrated Application Exercises By Lisa A. Burke, Ph.D., SPHR Student Workbook Student Workbook TOTAL REWARDS 2008 SHRM Lisa Burke, Ph.D., SPHR 45 46 2008 SHRM Lisa Burke, Ph.D., SPHR INSTRUCTOR
More informationThe Quorum Group. Compensation Surveys: What to Expect!
The Quorum Group Compensation Surveys: What to Expect! Compensation surveys are the most effective way to determine pay for employees. But first, a brief review of compensation basics is necessary prior
More informationThe Effects of Different Approaches to Salary Survey Data Analysis on Pay Curve Midpoint Values
SAJEMS NS Vol 6 (2003) No 4 905 The Effects of Different Approaches to Salary Survey Data Analysis on Pay Curve Midpoint Values R J Snelgar Department of Industrial and Organisational Psychology, University
More informationCOMPENSATION MANAGEMENT
COMPENSATION MANAGEMENT HRM3705 Chapter 1 Strategic Compensation: A Component of Human Resource Systems Learning outcomes of chapter 1 Once you have completed study unit 1, you should be able to: define
More informationChapter 7. Defining Competitiveness
Chapter 7 Defining Competitiveness Learning Objectives Compensation strategy: External competitiveness What shapes external competitiveness? Labor market factors Modifications to the demand side Modifications
More informationSHRM CUSTOMIZED HUMAN CAPITAL BENCHMARKING REPORT
SHRM CUSTOMIZED HUMAN CAPITAL BENCHMARKING REPORT THANK YOU FOR ORDERING A SHRM CUSTOMIZED HUMAN CAPITAL BENCHMARKING REPORT Your report is based on the following criteria: SELECTION CRITERIA Industry:
More informationPrinciples of Business Marketing and Finance (Grades: 9-12) 1st Six Weeks
Principles of Business Marketing and Finance (Grades: 9-12) Semster Class Only International and Domestic Business: 1st Six Weeks (1)The student describes the characteristics of business. (A) Explain the
More informationGENDER PAY GAP INFORMATION
GENDER PAY GAP INFORMATION Published March 2018 1 GENDER PAY GAP INFORMATION 1. Introduction The legislation governing gender pay gap reporting is contained in the Equality Act 2010 (Specific Duties) (Scotland)
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 information2. A compensation system using market-based pay is most likely to be part of a(n) strategy.
Chapter 02 Strategy: The Totality of Decisions Multiple Choice Questions 1. A compensation system that focuses on competitor's labor costs is most closely associated with a(n) strategy. A. innovator B.
More informationBASE WAGE AND SALARY SYSTEM. PRESENTED TO: Mr. Haroon Hafeez BY:
BASE WAGE AND SALARY SYSTEM PRESENTED TO: Mr. Haroon Hafeez BY: Hafiz Abdul Basit Muhammad Ibraheem MT-06-17 MT-06-40 Learning Objectives Define base wage and salaries Objective of base wage and salary
More informationChapter 3. Defining Internal Alignment
Chapter 3 Defining Internal Alignment Learning Objectives Compensation strategy - Internal alignment Structures vary among organizations What shapes internal structures? Strategic choices in designing
More informationCompensation Strategy: Internal Alignment 1. Supports Organization Strategy 2. Supports Workflow 3 Motivates Behavior -
Chapter 3: Defining Internal Alignment Compensation Strategy: Internal Alignment Internal alignment (internal equity)- the pay relationships between the jobs/skills/competencies within a single organization
More informationReview and Refinement of the Compensation Program for Administrative Staff
September 2011 Review and Refinement of the Compensation Program for Administrative Staff Final Report Bowling Green State University www.mercer.com Reason for the Study The University s existing compensation
More informationWV Higher Ed Policy Commission New Classification System
WV Higher Ed Policy Commission New Classification System Presentation by Dr. Marie DeWalt, Tammy Gill, and Donna Shipley Human Resources Office July 2017 Problems with old classification and compensation
More informationCORPORATE LEADERSHIP COUNCIL JULY LITERATURE KEY FINDINGS Selecting HR Metrics
CORPORATE LEADERSHIP COUNCIL JULY 2006 www.clc.executiveboard.com LITERATURE Selecting HR Metrics HR s increasing responsibility as a business partner requires it to quantify performance in key HR functions
More informationHatrak Associates Approach LABOR SUPPLY / DEMAND ANALYSES METHODOLOGY
Hatrak Associates Approach LABOR SUPPLY / DEMAND ANALYSES METHODOLOGY Workforce Strategy Driving Toward Optimized Labor Supply/Demand Balance UNDERSTAND CONSISTENT STAFFING DYNAMICS STAFFING ISSUES IDENTIFY
More informationMacomb County, Michigan. Classification and Compensation Study. Final Results Presentation February 14, 2018
Macomb County, Michigan Classification and Compensation Study Final Results Presentation February 14, 2018 Presented by: Ruth Ann Eledge, SPHR, SPHR-SP Vice President and Senior Consultant Copyright 2018
More informationCOMPENSATION STRATEGIES
COMPENSATION STRATEGIES Ohio CUPA Meeting April 7, 2016 Copyright 2016 by The Segal Group, Inc. All rights reserved. Today s Discussion Employee value proposition Elements of the total compensation structure
More informationAudit of Executive Compensation
5-803.1 Audit of Executive Compensation a. The contractor's executive compensation system should be evaluated separately, even if the contractor does not have a separate pay structure for executives. FAR
More informationThe Methodist Council. Pay and Grading Policy
Ref: D&P/G&RSC Pay and Grading Policy October 2015 The Methodist Council Pay and Grading Policy Page 1 of 13 1. Introduction It is important to have a framework for the planning, design and evaluation
More informationStatistical Pay Equity Analyses: Data and Methodological Overview
Statistical Pay Equity Analyses: Data and Methodological Overview by Paul F. White, Ph.D. Resolution Economics, LLC Washington, DC for American Bar Association 10 th Annual Labor and Employment Law Conference
More informationSESSION 5 PAYMENT MECHANISMS HUMAN FACTOR II PAYMENT MECHANISMS
SESSION 5 PAYMENT MECHANISMS HUMAN FACTOR II PAYMENT MECHANISMS SESSION 5 PAYMENT MECHANISMS The payment mechanism lies at the heart of the PPP contract. The primary purpose of the payment mechanism is
More information2017 Compensation Survey for Engineers, Engineering Specialists, Land Surveyors, and Radio Engineers Results
2017 Compensation Survey for Engineers, Engineering Specialists, Land Surveyors, and Radio Engineers Results State of Minnesota and the Minnesota Government Engineering Council (MGEC) August 2017 Table
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 informationNorth Carolina School of the Arts. Salary Administration Plan for Career Banding. Effective April 1, 2005
North Carolina School of the Arts Salary Administration Plan for Career Banding Effective April 1, 2005 The North Carolina School of the Arts is proposing to implement the career banding program created
More informationLabor Market Information (LMI) - Pennsylvania
Network to Work Meeting Resource Materials April 2018 Labor Market Information (LMI) - Pennsylvania Each state produces employment and economic statistics in cooperation with the US Dept. of Labor s Bureau
More informationCost Behavior: Analysis and Use
Cost Behavior: Analysis and Use least three cost behavior patterns variable, fixed, and mixed are found in most organizations.of course, many other types of cost behavior patterns exist, but these three
More informationClassifications. Financial vs. Non-financial Direct vs Non-direct financial
Compensation The human resource management function that deals with every type of reward individuals receive in exchange for performing organisational tasks Major costs for organisations Classifications
More informationPay Policy Report IV.2. EVERGREEN SOLUTIONS, LLC INTRODUCTION SUMMARY OF POLICIES. a. Exempt. b. Classified
EVERGREEN SOLUTIONS, LLC IV.2. 0 Pay Policy Report INTRODUCTION Evergreen Solutions, LLC ( Evergreen ) was retained by Pinellas County ( the County ) to conduct a Classification and Compensation Study
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 informationUniversity of Portland. Staff Classification & Market Pricing Project
University of Portland Staff Classification & Market Pricing Project 2014 Agenda Project Objective and Goals Classification Structure Compensation Philosophy Salary Structure & Market Pricing Manager Responsibilities?
More information2011 Fast-Moving Consumer Goods Industry Pricing Summary Hay Group Reward Information Services
Fast-Moving Consumer Goods Industry Pricing Summary Hay Group Reward Information Services This summary provides descriptions, prices, and the schedule for reward information services offerings for the
More informationHow to Manage Salary Compression Issues. November 2017
How to Manage Salary Compression Issues November 2017 How to Manage Salary Compression Issues Now more than ever, a variety of factors are on a collision course impacting an organization s ability to pay
More informationPolicies for Support Staff
1 of 6 Policies for Support Staff Represented by CWA, Local 4730 at Bloomington and Northwest CWA 8.1 Effective date Revised 1998 Employees covered by this policy This policy applies to all Support Staff
More informationS H R M G R E E N V I L L E, S C
H E A L T H W E A L T H C A R E E R S H R M G R E E N V I L L E, S C August 23, 2017 C O M P E N S A T I O N 1 0 1 Leslie Csonka Senior Principal Consultant Atlanta C O N T E N T S Compensation Program
More informationDesigning an Effective Pay Program
Designing an Effective Pay Program by D. Joseph Powell In order for a pay program to be successful, it must be designed to meet both the needs of employees and the objectives of management. An effective
More informationCareer Banding Salary Administration
Section 4, Page 6 Contents: Policy Agency Plan Career Banding Terms Pay Factors Salary Determination New Hire Reinstatement Promotion Reassignment Band Revision Reallocation Horizontal Transfer Demotion
More informationWest Virginia Higher Education Policy Commission West Virginia Council for Community and Technical College Education
West Virginia Higher Education Policy Commission West Virginia Council for Community and Technical College Education Compensation Management Program FAQ s 1. The minimum and maximum are set at what percentage
More informationOfcom s Equal Pay and Gender-Ethnicity Pay Audit 2017/2018
Ofcom s Equal Pay and Gender-Ethnicity Pay Audit 2017/2018 About this document This is the latest of Ofcom s regular pay reports, which we have published since 2004. The report explains our gender and
More informationHuman resource department is responsible for coordinating all activities involving the company s employees.
Human resource department is responsible for coordinating all activities involving the company s employees. They study the labour market (where employers meet employees) to see what occupations and skills
More informationWeek 1 Business Forecasting
Week 1 Business Forecasting Forecasting is an attempt to foresee the future by examining the past, present and trends Forecasting involves the prediction of future events or future outcomes of key variables.
More informationQLDC Council 24 July Report for Agenda Item: 11
COU 14/07/11 QLDC Council 24 July 2014 Report for Agenda Item: 11 Department: Human Resources 11. QLDC Remuneration Strategy and Framework Purpose 1 This report provides an overview of the Council s employee
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 informationTexas Compensation Trends & Pay Practices
Texas Compensation Trends & Pay Practices Zach Batson Sales Manager PayScale, Inc. Karaka Leslie Partnership Manager PayScale, Inc. www.payscale.com 14,000 Positions 3000 Customers 11 Countries 40 Million
More informationM O R R I S C O U N T Y S H R M J A N U A R Y 1 3, L A U R A K A S S E R, C C P G L O B A L H R S O L U T I O N S
Compensation Overview M O R R I S C O U N T Y S H R M J A N U A R Y 1 3, 2 0 1 0 L A U R A K A S S E R, C C P 3 6 0 G L O B A L H R S O L U T I O N S Money makes the world go round! Introduction & Overview
More informationchapter 8 reward management and inequality
STUDENT SUMMARY NOTES chapter 8 reward management and inequality Chapter overview Chapter 8 provides a theoretical framework for examining reward management. It discusses how reward management is central
More informationJob Families and Market Analysis
Job Families and Market Analysis Dennis Larsen Executive Director Compensation Programs & Strategies University of California Human Resources December 7-8, 2011 Irvine, CA Setting the Stage Compensation
More informationCERTIFIED ADMINISTRATOR OF SCHOOL FINANCE AND OPERATIONS
SFO SCHOOL FINANCE AND OPERATIONS CERTIFIED ADMINISTRATOR OF SCHOOL FINANCE AND OPERATIONS SFO Exam Guidebook ASBO International s certification program is governed by the Certification Commission, a semi-independent
More informationLearning Objectives. After you have read this chapter, you should be able to:
ROBERT L. MATHIS JOHN H. JACKSON Chapter 2 Strategic HR Management and Planning Presented by: Prof. Dr. Deden Mulyana, SE.,M,Si. SECTION 1 Nature of Human Resource Management Learning Objectives After
More informationCompensation Network October 13, 2011
Compensation Network October 13, 2011 Classification System developed in 1949 was not kept current with changes in technology or how we do business System had grown to more than 6,000 classes Employee
More information51 Rewarding Special Groups
839 51 Rewarding Special Groups Learning outcomes On completing this chapter you should know about: Elements of directors and senior executives pay Types of payment for manual workers Payment and incentive
More informationCITY OF COLLEYVILLE CLASSIFICATION AND COMPENSATION STUDY ADDENDUM # 1 NOVEMBER 29, 2016
CITY OF COLLEYVILLE CLASSIFICATION AND COMPENSATION STUDY 2016-02 ADDENDUM # 1 NOVEMBER 29, 2016 This addendum is hereby made part of said documents and shall be acknowledged in the space provided by all
More informationUNIVERSITY of HOUSTON MANUAL OF ADMINISTRATIVE POLICIES AND PROCEDURES
UNIVERSITY of HOUSTON MANUAL OF ADMINISTRATIVE POLICIES AND PROCEDURES SECTION: Human Resources Number: 02.01.02 AREA: Compensation SUBJECT: Classification of Staff Jobs (Interim) I. PURPOSE AND SCOPE
More informationCompensation Philosophy. Compensation Policy and Guidelines Purpose. Scope. Responsibilities. Definitions
Compensation Philosophy EMPath s philosophy is to compensate employees equitably, based on performance and within the guidelines of budget constraints. We base this philosophy on our desire to attract,
More informationUK GENDER PAY REPORT 2017
REPORT 2017 WHY DOES INDUSTRIAL LIGHT & MAGIC (ILM) HAVE TO REPORT GAP? The UK government has brought in mandatory gender pay gap reporting requirements for all legal entities with over 250 employees,
More informationEmployee Compensation System. A guide to employee compensation strategic framework and administration.
Employee Compensation System A guide to employee compensation strategic framework and administration. Approved by City Council August 6, 2013 Employee Compensation System A guide to employee compensation
More informationCOMPENSATION REVIEW AND ANALYSIS SERVICES TAKING THE WORK OUT OF YOUR COMPENSATION REVIEW PROCESS
COMPENSATION REVIEW AND ANALYSIS SERVICES TAKING THE WORK OUT OF YOUR COMPENSATION REVIEW PROCESS COMPENSATION REVIEW AND ANALYSIS SERVICES WHAT ARE MERCER S COMPENSATION REVIEW AND ANALYSIS SERVICES?...
More informationChapter 6 Reinforcing New Behaviors MULTIPLE CHOICE
Chapter 6 Reinforcing New Behaviors MULTIPLE CHOICE 1. is designed to surface any misalignment that may exist between patterns of internal behavior and a desired new strategy. a. People alignment b. Diagnosis
More informationManagement. Part III: Organizing Ch. 10. Organization design
Management Part III: Organizing Ch. 10. Organization design Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part
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 informationMAACCE 2014 Annual Conference May 8, Jones Nhinson Williams, BLS Programs Administrator Office of Workforce Information and Performance
MAACCE 2014 Annual Conference May 8, 2014 Jones Nhinson Williams, BLS Programs Administrator Office of Workforce Information and Performance Goal: Assist participants learn and understand how to identify
More informationAnalytics Maturity Models and Roadmaps. Human Capital Management Institute
Analytics Maturity Models and Roadmaps Human Capital Management Institute Analytics Sophistication Curve Source: Gartner 2014 Human Capital Management Institute Challenge of Measuring Human Capital Introduction
More informationGender Pay Gap Report 2017
Gender Pay Gap Report 2017 2017 Gender Pay Report Introduction Our history starts in 1954 in Paris where our founder Jacques Courtin-Clarins developed a massage oil that he started to sell at the request
More informationOccupational Structure
Cyber Excepted Service (CES) HR Elements Course Lesson 3 Occupational Structure September 2017 DoD CIO 1 Learning Topics Benefits of a Common Occupational Structure CES Occupational Structure Position
More informationCOMPENSATION THAT SUPPORT YOUR BUSINESS STRATEGY
COMPENSATION THAT SUPPORT YOUR BUSINESS STRATEGY NOVEMBER 16, 2016 Compensation Consulting MBL Group, LLC Human Resources Consulting Firm, est. 1993 Total Rewards Custom Surveys Evaluation & Analytics
More informationFundamentals of Human Resources. Third Edition
Fundamentals of Human Resources Third Edition Fundamentals of Human Resources Third Edition Patricia M. Albrecht Roger C. E. Albrecht Contents About This Course How to Take This Course Introduction
More informationCAREER TRACKS. Supervisor Toolkit. FAQ: General Questions and Salary Information
CAREER TRACKS Supervisor Toolkit FAQ: General Questions and Salary Information 1. What is Career Tracks? Career Tracks is a new job classification framework that aligns jobs at the University to their
More informationGENDER PAY REPORT 2017
REPORT 2017 WHY DOES DISNEY HAVE TO REPORT GENDER PAY GAP? The UK government has brought in mandatory gender pay gap reporting requirements for all legal entities with over 250 employees, for the period
More information1. Organizational structure refers to the totality of a firm's organization.
Chapter 14 The Organization of International Business True / False Questions 1. Organizational structure refers to the totality of a firm's organization. True False 2. A firm's organizational culture refers
More informationDOD INSTRUCTION , VOLUME 3006 DOD CIVILIAN PERSONNEL MANAGEMENT SYSTEM: CYBER EXCEPTED SERVICE (CES) COMPENSATION ADMINISTRATION
DOD INSTRUCTION 1400.25, VOLUME 3006 DOD CIVILIAN PERSONNEL MANAGEMENT SYSTEM: CYBER EXCEPTED SERVICE (CES) COMPENSATION ADMINISTRATION Originating Component: Office of the Under Secretary of Defense for
More informationUsing Competencies as the Building Blocks for a Successful PFM Workforce
Using Competencies as the Building Blocks for a Successful PFM Workforce The organization is, above all, social. It is people. - Peter Drucker 1 Purpose The concept of competencies is widely used in government
More informationNorth Carolina GPAC. Review of State Personnel Practices and Career Banding January 2008
North Carolina GPAC Review of State Personnel Practices and Career Banding January 2008 Presentation Objectives To Discuss FLA s s Review of State Personnel Practices and Career Banding: Introduction of
More informationPRE-IPO/VENTURE-BACKED PAY PLANNING Getting Your Startup s Compensation House in Order By Brett Harsen, Vice President
PRE-IPO/VENTURE-BACKED PAY PLANNING Getting Your Startup s Compensation House in Order By Brett Harsen, Vice President Working for a startup company can be an exciting jaunt through periods of growth and
More information2012 fast-moving consumer goods industry pricing summary Hay Group Services
2012 fast-moving consumer goods industry pricing summary Hay Group Services This summary provides descriptions, prices, and the schedule for 2012 Hay Group services offerings for the fast-moving consumer
More informationPrinciples of an Effective Exempt Staff Compensation System
Principles of an Effective Exempt Staff Compensation System Table of Contents Page No. Introduction...1 Approach of ESCWG...2 Principles of an Effective Exempt Staff Compensation System...3 Established
More informationACHIEVING PAY EQUITY: HOW ANALYTICS HAS EVOLVED T O S U P P O R T TRUE PROGRESS
HEALTH WEALTH CAREER ACHIEVING PAY EQUITY: HOW ANALYTICS HAS EVOLVED T O S U P P O R T TRUE PROGRESS A U T H O R S : BRIAN LEVINE, Ph D LINDA CHEN ALEX GRECU, Ph D WORKFORCE STRATEGY & ANALYTICS Over the
More informationState of South Carolina. Classification and Compensation System Study Project Report
State of South Carolina Classification and Compensation System Study Project Report Why was the project undertaken? In the 2015-2016 General Appropriations Act, Proviso 93.33 authorized the Division of
More informationFINAL REPORT GROTON, NH WAGE AND CLASSIFICATION STUDY DECEMBER 2015 INTRODUCTION CLASSIFICATION AND COMPENSATION
FINAL REPORT GROTON, NH WAGE AND CLASSIFICATION STUDY DECEMBER 2015 INTRODUCTION Scope of Services The Town of Groton, NH, engaged Municipal Resources, Inc. (MRI) to develop a Classification and Compensation
More informationCustom Compensation & Benefits Survey For Tacoma Public Utilities Supplemental Recommendations
Custom Compensation & Benefits Survey For Tacoma Public Utilities Supplemental Recommendations 1 Introduction was retained by the City of Tacoma to conduct an analysis of total compensation for a select
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 informationCAREER TRACKS. Supervisor Toolkit. FAQ: For Managers
CAREER TRACKS Supervisor Toolkit FAQ: For Managers Job Mapping Questions 1. What does it mean to be mapped to the new job structure? The process of moving a job from the current classification/job title
More informationTypes of Supplemental Compensation.
System Administration Policies Chapter 03 Human Resources 03.504 Supplemental Compensation. Purpose. To provide for the orderly administration of supplemental compensation to regular staff members, in
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 informationCOMPETITIVE PAY. ICMA Conference Presenters: Carol M. Granfield, Senior Consultant Municipal Resources, Inc., Meredith, New Hampshire
COMPETITIVE PAY ICMA Conference Presenters: Carol M. Granfield, Senior Consultant Municipal Resources, Inc., Meredith, New Hampshire Sandy Stapczynski, President Human Resources Services, Inc., Andover,
More informationCHARTER OF THE AUDIT, FINANCE AND RISK COMMITTEE OF THE BOARD OF DIRECTORS OF ACE AVIATION HOLDINGS INC.
CHARTER OF THE AUDIT, FINANCE AND RISK COMMITTEE OF THE BOARD OF DIRECTORS OF ACE AVIATION HOLDINGS INC. 1. Structure, Procedure, Qualifications The Audit, Finance and Risk Committee (the Audit Committee
More informationAdministrative Guidelines Employee Compensation Plan
Administrative Guidelines Employee Compensation Plan 2013. Texas Association of School Boards, Inc. All rights reserved. Table of Contents Compensation Policy... 1 Compensation Philosophy and Objectives...
More informationWEST UC LIMITED GENDER PAY GAP REPORT 2017
WEST UC LIMITED GENDER PAY GAP REPORT 2017 West 2017 Gender Pay Gap Report This report contains the statutory disclosure of the gender pay gap for West UC Limited (hereafter referred to as West in this
More informationHP UK Gender pay gap report
HP UK Gender pay gap report HP UK Gender pay gap report I m pleased to share HP UK s gender pay data for the reporting period ending 5 April 2017. Transparency is key to accelerating change, and HP supports
More information