The document summarizes a presentation about tailoring compensation to attract and retain different generations in the workforce. It discusses defining generations based on characteristics like communication preferences, career mindsets, and average job tenures. It also provides tips on using a mix of pay including bonuses, flexible benefits, and advancement opportunities. The presentation emphasizes the importance of communication transparency regarding compensation and addressing any skills gaps.
Webinar-Digital Transformation to Ensure Competitive Pay
Compensating Tomorrow's Workforce Today
1. Compensating Tomorrow’s
Workforce, Today:
Millennials & Beyond
Mykkah Herner, MA, CCP
Modern Compensation Evangelist
Angela Ulman, CCP
Compensation Professional
A copy of the presentation and recertification credit will be sent out
within a couple of business days
2. 15,000 Positions 3,500 Customers 11 Countries
250 Compensable Factors
54 Million Salary Profiles
11. www.payscale.com
Baby Boomers 1946 – 1964 Size: 74M
Communication
About Comp:
Private
Average Tenure:
15 Years
Career Mindset:
Loyal
Self-driven
High Work Ethic
Retirement
Generation X 1965 – 1979 Size: 66M
Communication
About Comp:
Semi-private
Average Tenure:
5 Years
Career Mindset:
Pessimistic
Self-reliant
Work/Life Balance
Management
Millennials 1980 – 1995 Size: 74M
Communication
About Comp:
Public
Average Tenure:
18-24 Months
Career Mindset:
Idealistic
Fairness, Flexibility Values
Work/Life Balance
Advancement
Generation Z 1996 – Present Size: TBD, 69M+
Communication
About Comp:
Semi-private
Average Tenure:
TBD
Career Mindset:
Realistic
Multicultural Fluency
Technology Native
Learning with a Purpose
19. www.payscale.com
Get Creative
Passes to sporting events
Catered lunches for winning teams
Days off after big deadlines
Choice of work assignment
Development opportunities
Lunch with the CEO
Remote work
20. www.payscale.com
EqualFair
A note on fairness:
Fair doesn’t necessarily mean equal
Differentiate* Pay by
Performance
Results
Experience
Skills
Education
*Be aware of legal restrictions
24. www.payscale.com
Connecting pay guidelines to
generations
Now, with much greater mobility, flexibility, and advancement:
Level III
Level II
Level I
Then, with much higher tenures and pensions:
28. www.payscale.com
Most do not know if they are paid fairly
Full Article: https://hbr.org/2015/10/most-people-have-no-idea-whether-theyre-paid-fairly
33. www.payscale.com
What are they missing?
• 44% cited writing proficiency
• 39% called out public speaking
• 60% identified critical thinking/ problem solving
• 56% noted attention to detail
• 46% mentioned communication more broadly
36. www.payscale.com
Need help? Start with these questions:
• What is the make-up of your workforce?
• Determine mix of pay that you currently use – are you using all tiers?
• What are the opportunities for advancement, learning, and development?
• How transparently are you sharing compensation information?
• What skills do you currently have? Lack? How about in 5 years?
37. PayScale Delivers Where Other Compensation Providers Fall Short
PayScale leads the world in compensation knowledge with the freshest and
most detailed data from over 54 million salary profiles. More than 3500
organizations use PayScale’s software and intelligence to get the greatest
return on their talent. Smart businesses use PayScale Insight to recruit, retain
and motivate their people.
Visit our blog: www.payscale.com/compensation-today
Join our Group on LinkedIn: Compensation Today: HR Best Practices
Angela Ulman, CCP
Compensation Professional
Mykkah Herner, MA, CCP
Modern Compensation Evangelist
www.payscale.com
Editor's Notes
Hedge
Hedge
Creator of the largest database of individual compensation profiles in the world, PayScale, Inc. provides an immediate and precise snapshot of current market salaries to employees and employers through its online tools and software.
PayScale’s products are powered by innovative search and query algorithms that dynamically acquire, analyze and aggregate compensation information for millions of individuals in real time.
Publisher of the quarterly PayScale IndexTM, PayScale's subscription software products for employers include PayScale MarketRateTM and PayScale InsightTM. Among PayScale's 2,500 corporate customers are organizations small and large across industries including Mozilla, Tully’s Coffee, Clemson University and the United States Postal Service.
both
Mykkah
Angela
PayScale’s Compensation Best Practices Report noted that 57% of organizations view themselves as modern or forward-thinking. These top organizations take a proactive approach to anticipating the needs of tomorrow’s workforce today.Join Angela Ulman and Mykkah Herner as they explore the best ways to compensate tomorrow’s workforce, now. In this webinar we’ll cover:
Ways to examine and define your workforce
Having a great comp strategy that fits your workforce
Getting creative about mix of pay
Notes for Mykkah for later:
72%ERs have or plan to have a formal comp strategy
61%Top Performing Orgs pay more for competitive jobs vs only 54% of all companies
EEFavorite benefits
35%of top performing companies are changing strategies to accommodate millennials vs 28% of all
Mykkah
Nearly 7600 Respondents
Mykkah
We’ll spend most time on Generation
Picking on Generation as one characteristic of the 2020 workforce. That said, there are lots of other things to think about: life stage, economic class (job level), urban/rural – opportunity, size of your organization (movement up?)
Mykkah
Take a page out of the marketing handbook
Consider building out 4-5 different personas that represent your WF & test/target communication and programs to them.
- Angela Berg & David Stavney 2016 W@W conference (mercer)
- Forrester – doing this in the IT world in 2009
- Originallly a marketing thing.
Mykkah
That said, there are lots of other things to think about: life stage, economic class (job level), urban/rural – opportunity, size of your organization (movement up?)
You don’t see protected classes here: gender, race, ethnicity, age. If one of your org objectives is to be diverse, this is a good time to keep those initiatives in mind. https://www.bamboohr.com/webinars/diverse-workforce/
Angela
There have been a lot of studies on different generations in the workforce so we’ll spend most of our time on that, but keep in mind the other characteristics that Mykkah just mentioned as well.
Angela
There are really 5 different generations in the workforce right now.
TRADITIONALISTS - 1900 - 1945 (Age 71+)
Sometimes called the Silent Generation
They currently makeup slightly less than 5% of the workforce.
Their characteristics and preferences are important to consider if they are part of your workforce, but when thinking about compensating the workforce of the future they probably won’t be a driving force
Career Mindset: similar to Boomers, also Age=Seniority, Company first
BABY BOOMERS (Age 52-70)
GEN X (Age 37-51)
Never became the biggest generation
MILLENNIALS (Age 21-36)
Sometimes also called Gen Y
Modern technology started during their formative years
GEN Z (Up to Age 20)
Sometimes called the iGen
We’re not really sure who they are yet, and the defining line between Millennials and Gen Z is still fuzzy
We do know that they grew up with technology and it impacts how they think and communicate.
From the last generations package on the consumer side http://www.payscale.com/data-packages/generations-at-work:
- 72% of millennials are more likely to value opptys for career advancement (vs 52% and 64% for boomers and gen xers respectively)
- 72% also value the chance to learn new skills, vs 48% and 62% of boomers and gen xers
Millennials opened the door – we all walked through
Angela
Now that we know about the workforce, lets talk about the different ways to differentiate value to the different areas of your workforce - attract, retain, motivate, etc.
Angela
The first way to compensation your workforce is with the mix of pay - which includes all monetary forms of compensation
Angela
Explanation of what mix is.
Priorities:
- Pay at Risk vs Potential Pay
- flex schedule
- fun work environment
- work life balance – benefits, flex sched, entitlement
- generational diff??? Lifestage Diff???
Angela
How about for your personas?
Bottom = benefits and retirement
Base pay for millennials is more about advancement
Potential pay
Here we have it listed by generation, but other factors like life stage /life style may have more influence -> for example, whether an employee has children or likes to travel may have more affect
Priorities:
- Pay at Risk vs Potential Pay
- flex schedule
- fun work environment
- work life balance – benefits, flex sched, entitlement
- generational diff??? Lifestage Diff???
Angela
Getting it right doesn’t have to cost a lot
Think about the intangibles that matter
Angela
This is where your comp strategy really comes into play. What are you trying to reward? How do you plan to use compensation to get you there.
Decide what’s important to your org and reward based on that.
Engineers v accountants want different mix of pay, but you can still differentiate pay fairly based on what you’re driven by as an organization.
Fairness is rooted in consistency
Mykkah
Mykkah
Mykkah
Again a reminder that Millennials opened the door and we all walked through it.
Especially when you consider that b/c of size, Gen X was *never* a majority generation
Mykkah
Mykkah
Great news – it doesn’t have to cost a ton of money.
Angela
Angela
From the engagement survey of 71K employees in 2015
Here’s my logic --- there are a few ways to appreciate employees:
- through relationship with manager
- through providing a good career path
- through paying them.
So I’m setting up the argument that the is a link between EE satisfaction, EE intent to leave, and perception of pay.
Angela
That said - most people don’t know how they’re paid
Dig into each line - explain why each is a communication issue
What about these these 3% of people? What else are they getting that makes them think this, culture?
From Dave’s HBR Article: “This may sound obvious, but our survey showed that “intent to leave” decreased in relation to how favorable an employee felt about their pay. For example, 60% of employees who perceived they were underpaid said they intended to leave, compared to only 39% of those who perceived they were overpaid. The bottom line is this: if you don’t communicate to your employees that they are being paid fairly compared to their talent market, they may leave.”
https://hbr.org/2015/10/most-people-have-no-idea-whether-theyre-paid-fairly
First, people are often wrong about how much they’re paid compared to the going market rate. Perceptions about pay don’t always reflect reality, even if employers are paying the same — or more — than similar companies. In fact, a whopping two-thirds of people who are being paid the market rate believe they’re actually underpaid, representing a huge discrepancy.
You all probably remember this – it’s the result of a lot of folks thinking around how and why companies decide to pay what they pay. These particular questions were the result of an academic paper out of Berkeley – the state of CA passed a law that all public employees salary needed to be published and available to the public. Some profs at Berkeley decided to do an experiment and let send email communications and surveys to employees of the school system What they found out was fascinating – 80% of the people who got access actually clicked thru. And looked. Those that were paid more than peers – had little effect. Those paid less than peers had an immediate reaction – the after scores for “how likely are you to seek work elsewhere in the next 6 months” skyrocketed – once they had the data.
We added one particular question – how transparent and fair do you think your company’s pay processes are?
So, it turns out perceptions about pay play a significant role in an employee’s desire to leave your company. They matter more than pay. This may sound obvious, but our survey showed that “intent to leave” decreased in relation to how favorable an employee felt about their pay. For example, 60% of employees who perceived they were underpaid said they intended to leave, compared to only 39% of those who perceived they were overpaid. The bottom line is this: if you don’t communicate to your employees that they are being paid fairly compared to their talent market, they may leave.
Angela
EE Survey: This covers 550,000 respondents who filled out PayScale's survey in 2015 and answered the various questions mentioned in the "Corporate Chasm" tab of the CPBR results. Shows years of experience
Angela
Millennials Expect greater communication.
Drive transparency to the right, choosing the best level is going to depend on the makeup of your workforce and your culture
They’re likely at a 2 or 3. Aiming for 4 or 5 to work well with the Millennium Audience.
Pay Philosophy
Pay Strategy
Pay Practices
Market Studies
Pay Rates
Mykkah
6+ months with an open job
Hard to fill
Real or myth? – fact is some jobs are going empty
Mykkah
- A higher percentage of managers who are Millennials (55%) feel that recent college graduates are well-prepared compared to managers from older generations (47% Gen X, 48% Baby Boomers).
For the workplace preparedness and skills gap data, we surveyed managers and recent college graduates in the U.S. in early 2016 who completed the PayScale employee compensation survey.
Managers: 63,924 Recent graduates: 14,167
Mykkah
- A higher percentage of managers who are Millennials (55%) feel that recent college graduates are well-prepared compared to managers from older generations (47% Gen X, 48% Baby Boomers).
For the workplace preparedness and skills gap data, we surveyed managers and recent college graduates in the U.S. in early 2016 who completed the PayScale employee compensation survey.
Managers: 63,924 Recent graduates: 14,167
Mykkah
Managers – not retiring
Machinists – lifers
STEM – leap of faith
Obsolete skills (Medical Records vs EMR)
Purple Squirrels
Angela
Population, not workforce
Thinking about future workforce, consider othe rfactors too