This document discusses compensation best practices for 2017. It addresses topics such as developing a compensation strategy, building market-based pay structures, gaining executive support for compensation plans, training managers, and implementing a total rewards plan. The document provides questions to consider and advice from experts on creating compensation plans that attract, retain, and motivate top talent.
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2017 Compensation Best Practices
Competitive Abundance
GLOBALIZATION
has shrunk the world
TECHNOLOGY
has leveled the playing field
LOW ENTRY BARRIER
has increased startups
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2017 Compensation Best Practices
Focus on Who You Are
PEOPLE
Relentlessly attracting, inspiring,
and empowering great people.
CULTURE
Creating a great place to work,
so great work can take place.
@Rusty Lindquist
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2017 Compensation Best Practices
Questions to ask:
• What is your market?
• What are your goals?
• How competitive do you need to be?
• What should you reward?
• Is your current strategy working?
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2017 Compensation Best Practices
—Harvard Business Review
“Keep the plan simple. It should be
extraordinarily clear which
outcomes you are rewarding.”
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2017 Compensation Best Practices
Pay is the number 3 reason people quit jobs
[BambooHR study]. If employees aren’t being paid
what they’re worth, they will find it somewhere else.
Executives must care about compensation
if they care about retention.
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2017 Compensation Best Practices
Top Compensation Mistakes
• Not updating compensation regularly
• Not empowering managers to fix problems
• Not being transparent
• Giving across-the-board raises
• Not having a structured plan
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2017 Compensation Best Practices
Compensation plans help
the bottom line.
1. They make good business sense.
2. They help attract and retain talent.
3. They support your company’s mission,
strategy and culture.
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“If you pick the right people and give them
the opportunity to spread their wings and
put compensation as a carrier behind it,
you almost don’t have to manage them.”
—Jack Welch
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2017 Compensation Best Practices
Comp is about an
Exchange of Value
Not just Money
Experience in industry
Experience in market vertical
Experience in adjacent markets
Experience in field of discipline
Experience in adjacent disciplines
Experience with competitors
Product knowledge
Competitor knowledge
Time and experience in company
Education
Discipline training and certification
Supply and demand
Employer Value DriversEmployee Value Drivers
Base pay
Performance Pay
Paid time off
Benefits
Travel
Culture and environment
Work flexibility
Work/Life balance
Meaningful work
Who you work with
Challenging work
Opportunity to impact
Job security
Shared purpose / mission
Career advancement opportunities
Autonomy
Senior leadership
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2017 Compensation Best Practices
Communication Roles
Executives: Communicate program to organization at a high level
Managers: Communicate compensation details to employees
Employees: Bring questions to
manager or HR
HR: Prepare communication, consult and inform Executives, train Managers
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2017 Compensation Best Practices
Making the Compensation
Conversation a Culture Builder
Don’t be offended
Be open
Take it seriously Be objective
Be proactive
Be Positive
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2017 Compensation Best Practices
Identify Market Differentials
Schedules preserve both competitive pay to local
markets and internal equity.
Baltimore
+5%
Dallas
Main
Minneapolis
+5%
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2017 Compensation Best Practices
Determine Your Pay Grades
The number of pay grades you use will influence your
midpoint differential and should sufficiently distinguish
difficulty levels of different jobs.
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Some considerations include
• How wide should my ranges be?
• How much overlap between pay ranges is good?
Build Pay Ranges
37. Basic Function
& Key
Differentiators
• Administrative
Accounting Functions
to support AP & AR
• Update General Ledger
• AP / Vendor Relations
• AR
• Maintain General
Ledger
• Prepare financial
reports
• Interpret financial
reports and statements
for management
• Analyze financial data
• Prepare budgets
Degree &
Certification
Requirements
None Bachelor’s Degree
No certification required
Bachelor’s Degree
CPA required at proficiency
Bachelor’s Degree
CPA required at start
Critical Skills at
proficiency
• Attention to Detail
• Excel
• Data Entry
• Quickbooks
• Attention to Detail
• Quickbooks
• GAAP
• General Ledger
• Monthly Reconciliation
• Financial Reporting
• GAAP
• Financial Reporting
• Financial Analysis
• Budgeting
Years of
Experience
• 1-2 at proficiency • 3-5 at proficiency • 5-7 at proficiency • 8-10 at proficiency
Accounting
Assistant
Senior
Accountant
Accountant I
Accountant II
Grade C Grade E Grade 5 Grade 7
Build Career Path
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Feeling appreciated, valued, and adequate rewarded for your effort.
Value
Total rewards
Va Value
Rewards Recognition Compensation
What you get from work
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PayScale
Rusty
So why is it important to train your managers to talk about comp….read stat
Real concern that managers don’t know how to manage. Manager have a lot going along and talking about comp isn’t their primary job so we need to make it easier to do that. Often promoted because their great at their function, not at being a manager. HR and Leaders can’t be having the conversation every time. Not sustainable and not the best, they have the best knowledge of their employees and these conversations are an opportunity that they need to have.
BAMBOO
Help them understand the spectrum, and build the ability to identify what matters most to the employee. Every comp conversation is an opportunity to talk about everything else. But they have to be looking at the whole spectru. Often when they say “I want more money” actually what they mean is “I don’t feel valued”, and it very well could be the path to fixing that is not about money (in fact, it often has the shortest-term impact on feeling valued).
Sometimes they just don’t have the language, don’t understand the equation, and so the only thing they think to talk about is pay. But it might not be as much about pay as you would think. It might. But it might not.
Rusty
Everyone has a role, but the timing is different.
HR’s role is to get the program ready, continue communicating updates to the Executive team, and to train the management team (which is what we’re doing today).
Executives, are responsible for approving the compensation plan, communicating it at a high level to the company, and they are also managers in their own right so they perform a dual role there.
Prepare talking points for executives, covering:
Compensation philosophy & purpose
Compensation plan changes at the highest level
Next steps – talk with managers
Managers’ role is to understand the program, communicate the information to your employees, and seek support from HR when needed.
Employees’ role is to agree to the program and if they don’t, they need to communicate that to you as managers and again, you can seek out support from HR if needed.
Managers *CAN* talk comp, when given the tools, resources, and training to do so. With that in place managers can act both as agents of the organization and advocates for employees.
“Go ask HR” or “HR won’t let me” undermines their own authority. HR is here to support, not hinder.
Prepare tool kit for managers, including:
Compensation plan talking points
Compensation plan information
Details for each employee they supervise
Tips for each type of conversation they may have
Bamboo
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Have data driven conversations so both your Ees and mgrs. Have confidence in why they’re paid what they’re paid.
Here’s a place to put your Comp Philosophy so every employee sees it.
Pg. 3…
Here’s where you are relative to your range and what does it mean to have a range penetration of 40% and why does that make sense.
Here’s your wage trends, so how your pay has changed over time and how it might continue to change over time.
Pg. 4…
If you share market data with them, your argument is even stronger. If you do share the 10th-90th percentile, be prepared to explain why everyone is not going to be paid at the 90th and why you EE are not paid at 90th (could be a good place to tie to performance and next steps).
Also a good place to point out pay trends (trending down)
BAMBOO
Left page. Gives context on how they’re doing within their organization. You should only be sharing this if you’re doing it right! If you’re going to be this transparent to the org, don’t shy away from people who are paid low.
Right page. Have some talking points prepared for your managers. Things like “why am I being paid more/less than typical Ees in the same role”; “How competitive is my pay relative to the market” “How do I earn more and grow with the company?”
Middle…talk through Total Comp. Here’s the potential things you’d want to cover. Most Ees find out how much their medical benefits cost when they get their COBRA statement. That’s the wrong time. Why bother to have awesome benefits if you’re not going to tell people how much their valued.
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Rusty
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50% of orgs agree that comp drives engagement, but only about a quarter of them (26%) have changed pay as a result of ee engagement survey feedback
11% of companies don’t ask about pay on engagement surveys – we wonder: how do you know how they feel about pay if you don’t ask?