For Management : Why ask for prior pay history in the recruiting process? Strong prejudice emerges against anyone paid outside the income band acceptable to the hiring manager. Plus, they create pressure to make hiring offers above the normal entry rate, closer to the central position value, thus potentially creating pay compression with senior peers and inviting other invidious internal equity comparisons when word gets out. MORE

But they will deny that same pay to an internal candidate with the same paperwork background and with far superior well-proven KSAs whose competence to perform the designated role has been visibly demonstrated to all the decision makers. The fact that the full standard job value is $120,000 magnifies the shameful impact of the invidious comparison that swiftly concludes that no one earning $65K can be capable of filling a $100K position or doing a $120K job. MORE

Newmeasures clients have recently been asking for ways to evaluate their performance management practices. Moreover, this translates into 51% stronger performance than competitors on financial measures such as profit and stock price (Bernthal, Rogers, & Smith, 2003). 2015). MORE

The reasons may be seem obscure to outsiders, but they are clear to those who follow the arcane practices of the wage and salary management field. In addition, an employer may select different peer comparison groups for each work group and address them differently. Job evaluation can then be applied for discounts or premium variances structured to reflect special priorities set by top management, created by historical precedent or required for internal equity. MORE

In fact, most experienced compensation professional are able to craft apparently objective survey comparisons to produce any number they want; that is one of the reasons compensation is as much art as science. But if any of the externally competitive figures turn out to be less than the amount paid to an equally-performing more junior less experienced peer with inferior credentials, the trump card of internal equity will be played to justify an upwards adjustment. MORE

Gerry Crispin , co-creator of CareerXroads , and Steve Levy kicked off the day with a recruiting discussion around a comparison on every HR pro’s mind: the candidate as customer. Employer branding in 2015 means going over your application experience with a fine tooth comb: Will a candidate speak ill of you when they’re turned down? His session took on performance management, beginning with what we all know to be true: Performance appraisals are broken. MORE

For Management : Why ask for prior pay history in the recruiting process? Strong prejudice emerges against anyone paid outside the income band acceptable to the hiring manager. Plus, they create pressure to make hiring offers above the normal entry rate, closer to the central position value, thus potentially creating pay compression with senior peers and inviting other invidious internal equity comparisons when word gets out. MORE

Editor's Note: Last summer we posted an announcement from Gerry Ledford (one of our profession's leading scholars) introducing a new academic study focused on leading edge performance management practices and an invitation for any qualified organizations to participate. For the past year, I have been leading research on cutting-edge performance management practices at the Center for Effective Organizations (CEO), University of Southern California. MORE

She hired two managers, one for each store, and together they came up with a system for hiring and motivating their employees. At this point, our entrepreneur and her two new managers hit a crossroad. Each manager presented a different idea for how to manage and motivate employees. Both managers have a goal of increasing sales in the store month over month. After three months, the manager will give feedback to each employee on his/her individual performance. MORE

We then moved on to data: companies which use data driven decision making have 5-6% higher performance, and this affects us too: "big data and analytics are the only things bigger than technology shaping the future Learning function." Identifying leading indicators including both performance variables e.g. the sales close ratio, and behavioural feedback. MORE

Parallels exist, but survey comparisons are always imprecise. Every job title tends to describe functional area of competency and level of responsibility. Once compensation reaches a level sufficient to attract, retain and engage competent talent, internal peer relationships typically prevail beyond that point. If you lose good people and can't get competent replacements for the same price, then everything shifts upwards. MORE

Competency models can transform the way companies operate. The buzzword “core competencies” has been at the precipice of conversations in recent years, but the origins of these concepts can be traced all the way back to a 1990 Harvard Business Review article. MORE

Compensation is one lens that gives management a perspective on the issue of disengagement and turnover. Performance reviews are concerned with the competence of workers and how valuable they are to the company. STAY INTERVIEWS AND EMPLOYEE ENGAGEMENT SOFTWARE SOLUTIONS: Stay Interviews entail focused one-on-one conversations between managers and their direct reports. However, getting managers to commit large chunks of time may be a challenge. MORE

Without those accommodations, the company would hemorrhage workers and close down for lack of competent personnel. Other job evaluation systems that are less precise for interval positioning also exist: whole job, internal benchmarking, paired comparison, slotting, factor comparison, committee rankings, tabular classifications and variants. . Warning! This is an advanced Point Factor Job Evaluation briefing. Proceed at your own risk. MORE