Human Resource & Payroll Services And Solutions - Houston, Dallas, Austin - Texas www.hrp.net. Variable pay plans should be SMART, according to Wilson: Specific, Meaningful, Achievable, Reliable and Timely.

1. Toll Free: 877.880.4477
Phone: 281.880.6525
Variable Pay: Maintaining Flexibility and
Rewarding Performance in Tough Times
www.hrp.net

2. » Many employers face a dilemma. They have kept raises in check out of
economic necessity.
» Yet modest improvements in the employment environment in many
locations mean the best (and most marketable) employees whose pay has
been stagnant might bolt at the first opportunity to earn more if they feel
unappreciated.
» At the same time, locking in higher wages and salaries to prevent attrition
can be unaffordable or futile even if it is affordable. That's where variable
pay can fit in.
www.hrp.net

3. » In fact, most employers already offer some form of variable pay but do
not think of it as such. A common example is profit-based discretionary
401(k) contribution matches.
» If employers don't think of this as variable pay, neither will employees,
because it isn't being communicated, it isn't designed properly, or
the variability is simply too small to notice.
» According to compensation consultant Thomas B. Wilson, variable pay,
when properly designed, aligns employees with your company's strategy.
It's not just about managing cash flow, but more importantly, improving
performance.
www.hrp.net

4. Purposes of Variable Pay
Wilson -- CEO of Wilson Group and author of five volumes on
compensation -- lays out five common purposes for variable pay plans in
his book, "Innovative Reward Systems for the Changing Workplace,"
published by McGraw Hill:
• Giving employees a stake in company performance
• Spurring a focus on performance by individual employees or teams
• Supporting "change efforts"
• Increasing compensation competitiveness
• Shifting more pay from the fixed to the variable column
www.hrp.net

5. He also lists some of the many forms variable pay can take. Those not
specifically designed for senior executives or sales people include:
 Profit-sharing plans: Probably the oldest and most common type, these are
popular because of their simplicity. Profit-sharing plans usually are most
effective in small companies in which "people can relate their performance to
the profitability of the organization," Wilson states.
 Individual bonus plans: Tailored to goals for particular employees. Lots of
variations.
 Goal-sharing/team incentives: Payout is based on the performance of a team,
department or facility.
 Gain-share plans: Typically involve "operational employees" and reward
performance levels above a baseline. Their function is similar to profit-sharing
plans but rewards are linked to a "direct economic outcome" such as units of
output or decreased costs.
 Project-based incentive plans: As the name suggests, these are based on
project-specific metrics, and the program ends when the project is completed.
 Key-contributor incentive plans: These typically focus on individuals "regarded
as special talent to the organization" but still focus on group performance
factors. They are often used for new product development teams and technical
staff.
www.hrp.net

6. The Right Time?
» Before trying to craft a variable pay plan, employers need to be sure the
time is right and that they are properly equipped to get the results they
hope for.
» Among other issues to consider is whether the employees you want to
target with a variable pay plan actually have control over the factors that
determine their performance. While no employee or group has total
control over all the variables, the greater the control, the greater the
impact of variable pay.
www.hrp.net

7. » Another consideration is whether clear and reliable performance
indicators exist for the employees in question. However, in assisting
companies, Wilson often uses the plan design process "as an opportunity
to develop concrete, controllable performance measures."
» Also, a variable pay plan should not be placed on top of a fixed
compensation plan with fundamental deficiencies until they are
addressed. Examples include lack of internal equity and external
competitiveness.
» Along similar lines, getting the most out of a variable pay plan requires
having good managers in place who can, among other things, "provide an
effective sense of purpose and direction based on the overall objectives
of the unit and supported by the incentive plan," Wilson said.
www.hrp.net

8. When no such impediments exist, you can begin designing a variable pay
plan. It's a task that cannot be rushed. Wilson has much to say about the
topic. Some of the basic steps he recommends include:
1 Define the plan's purpose. What are the key goals? For example, is it
1
about the company's financial performance? Attracting or retaining
talent? Boosting output? All of the above? In what order of priority?
2 Establish benchmarks. Your instinct might be to use performance
2
measures that you already have in place. But Wilson suggests taking a
fresh approach, look at what your customers want from the company,
then "establish measures that reflect these factors.“
3 Set the payout mechanism. This requires, among other considerations,
3
allowing employees to see a direct relationship between their
performance and their variable reward, making goals challenging yet
achievable, and making the timing tight enough that employees can
stay focused on the goal.
www.hrp.net

9. 14550 Torrey Chase, Suite 100 Houston, TX 77014 USA
Toll Free : 877.880.4477
Phone : 281.880.6525
Fax : 281.866.9426
E-mail : info@hrp.net
www.hrp.net