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Editor's Note: Is your manager training on compensation failing to get the job done? The inadequacy or ineffectiveness of manager training is a concern for most of us -- and if it's not, it probably should be. Here's a look at a few ways compensation training could become far more effective. Don't understimate mind-sets.
Margaret O'Hanlon brings deep expertise to discussions on employee pay, performancemanagement, career development and communications at the Café. Her firm, re:Think Consulting, provides market pay information and designs base salary structures, incentive plans, career paths and their implementation plans.
Was 2015 the year of disruptive performancemanagement models? The rumors of performancemanagement's death are premature. Instead of debunking the potential for improvement in performancemanagement, I want to share a case study of impressive innovation underway at Juniper Networks. Or will it be 2016?
We'll identify some of their missteps -- common to companies their size -- then discuss what they can do to achieve healthy compensation habits. Case background: In the first article , we looked at the compensation habits of a company called Healthy Gadgets, a new medical device company that began with fewer than 100 employees.
In my last blog article , I explained how you can cut and paste your way to a compensation philosophy. In comparison, strategic insights occur when you put your compensation practices and philosophy in a new light, where the illumination falls on the challenges your company will face tomorrow. Don't know where to start?
Before we hit that reboot button on our performancemanagement programs, let’s be absolutely clear on what performancemanagement actually is, and why we should be doing it. Drive overall organizational performance. More simply, consider them the fundamental building blocks for the design project ahead of you.
As ever, Compensation Cafe has resources that can help you think and work your way through the pressures you face when times are tough. Margaret O'Hanlon brings deep expertise to discussions on employee pay, performancemanagement, career development and communications at the Café. You don't have to take my word for it, though.
Cooley (otherwise know as "the #1 law firm on Fortune's best company list") does a great job of aggregating early pay-ratio trends from a variety of sources including Mercer , Bloomberg and Compensation Advisory Partners. Margaret is a Board member of the Bay Area Compensation Association (BACA).
After all, those who handle compensation influence most talent strategy components including recruiting, performancemanagement, development and staffing. . Compensation, of course, is in a better position than most of HR to develop financial insights. Why is HR's ability still in question?
Plus, every bit of research tells us it's critical to effective compensation. If you're a regular reader of Compensation Cafe, you know that when we talk about pay transparency, we're referring to being clear(er) about how compensation works. We've been talking about it for years, after all.
HR Operations and Compensation Design). If you're in Compensation but unaware of what's in the annual report, you really may not be doing your job as well as you could. Margaret O'Hanlon brings deep expertise to discussions on employee pay, performancemanagement, career development and communications at the Café.
Everything we do in compensation is communication. This is not only the name of a fabulous book (see my bio), but it also describes a fundamental belief of many Compensation Cafe writers. Compensation colleagues, you can create a compensation plan with this principle in mind, and still miss many important nuances.
Editor's Note: In today's Classic post, we revisit Margaret O'Hanlon's sage career advice for fellow compensation pros. HR Operations and Compensation Design). If you're in Compensation but unaware of what's in the annual report, you really may not be doing your job as well as you could. Looking to advance? Then listen up.
But when I was talking this request over with a growing company recently, I was reminded of a few war stories that I usually share in Compensation 101 classes. The Director of HR in a high tech company requested a compensation study proposal because they hadn't checked competitive pay levels for over three years.
Next, look closely at the competencies you are using for performancemanagement and career development. Margaret O'Hanlon, CCP brings deep expertise to discussions on employee pay, performancemanagement, career development and communications at the Café. Earlier, she was a Principal at Willis Towers Watson.
Margaret O'Hanlon, CCP brings deep expertise to discussions on employee pay, performancemanagement, career development and communications at the Café. Margaret is a Board member of the Bay Area Compensation Association (BACA). Earlier, she was a Principal at Willis Towers Watson.
This puts all of us -- Human Resources, managers, employees -- in a performancemanagement environment that could become chaotic by the end of the year if we don't keep an eye on things now. Instead they offer a mindset that may bring method and organization to performancemanagement efforts for the rest of the year.
Here are a few tips from organizations that have learned about the ugly combo of panic and compensation. We need those five [select an option: Engineers, client managers, project managers, shift supervisors] or we'll go under. None of these problems could be solved by handing out more compensation.
We really don't spend much time studying the emotions we feel as we practice compensation. Some people find compensation basics boring -- job analysis, job definition, job pricing using surveys and so on. Compensation success isn't holed up in the HR office, it's live tested out there between managers and employees.
We're trying to manage pressures we've never faced before in an environment we never would have dreamed of. But what does burnout have to do with the Compensation Department? Performancemanagement and engagement are undermined by burnout -- and both are part of our portfolio. So what can we really do to help?
You'll find a long list of articles in Compensation Cafe recommending that you create a "message platform" to build your Compensation communications. (It Of course, anyone in Compensation can list a set of messages describing the value proposition of working for your company. How is a Compensation message platform different?
Together these two practices offer managers an elegant solution for receiving employee feedback and responding in a way that re-aligns employees with their quarterly Objectives. This post includes excerpts from our latest eBook: 15Five’s Comprehensive OKR Guide: How To Launch, Track, and Achieve Your Objectives & Key Results.
Take a look: Reinforce that the compensation study has confirmed that our compensation is competitive, and the new compensation plan practices are common in companies of our size, client relationships and sales objectives. Explain how the new plan supports our Company's Vision to set the standard of excellence for our industry.
Planning to renovate your performancemanagement program? It will not only update your understanding of performance improvement methods, but it will also upend the beliefs that drive your current program. There are some solid recommendations here that can be turned into an up-to-date approach to performancemanagement.
Compensation Practices Driving Cultural Shifts In PerformanceManagement Explored In New #HRWins eBook. Free eBook Download. A lot has been said about the shift from annual performance reviews and employee engagement measurement to more frequent surveys. I can’t even remember those days.
Administrative services organization (ASO) : ASOs oversee day-to-day HR administration but do not sponsor employee benefit programs or workers’ compensation coverage. Additionally, employees remain on the company’s FEIN number, and the company assumes all associated risk.
If you're starting to see those building blocks through the haze, let's take a shot at a parallel compensation case story. Let's say we're introducing a new pay program with an emphasis on pay for performance, and the first step is making everyone aware of the new program. Earlier, she was a Principal at Willis Towers Watson.
There are traditional duties that need to be performed up by this group such as recruitment, compensation, benefits, payroll, pension management (for those employees fortunate enough to work for an organization still offering them) training and performancemanagement. These functions are administrative in nature.
Compensation departments often run on the "no news is good news" communications strategy, choosing to take the upper hand in their relationship with employees. How long will it work for compensation departments to play it close to the vest in a world where information changes hands every nanosecond? It's barely working now.
These are just a few of the scenarios that can happen in performancemanagement and salary discussions -- but remember that we'll be doing most of these discussions on video this year. This is no year for the same old compensation communications. Picture what it's like to have someone celebrate a personal best in your office.
But otherwise, it often seems that benefits fit more comfortably into the "Total Rewards" concept than compensation does. So why should compensation practitioners bother? After all, "Total Compensation" communicates its meaning clearly, why jam it into "Total Rewards"? Where do you start?
Having a holistic employee performancemanagement process that includes ongoing performance conversations, fair and objective performance ratings, and company-wide performance calibrations will enable HR to lead thoughtful and data-based conversations with executives and make the most equitable decisions possible.
I recently ran into a study on effective performancemanagement practices that I want to share with you. Not because it says anything really new, but because it does a great job on focus and insight, attributes we can all use when it comes to performancemanagement. Procedural fairness is defined as, ". .
What, if anything, does that have to do with our compensation work? You know, just like if you have a new compensation change or improvement, why don't employees and managers just buy it and applaud your innovation? Employees and managers are proudly self-centered (just like any consumer).
Everything we do in compensation is communications. Change management should be the foundation of 90% of compensation communications. No wonder there can be so much frustration about the effectiveness of compensation communications. Here are three basics of our work. Why is change such a big part of it?
Managers are the compensation communicators in your company. Not HR, not Legal, not even the CEO whose job is to explain why your compensation program makes good business sense -- but doesn't have to explain another 3%ish increase to a new parent. You've put a big dent on every manager's calendar for the next six weeks.
Give them examples of support they can verbalize with their management team. Collaborate with managers in real time. The compensation communication cycle takes many weeks -- too long to be disconnected from your audiences. Treat compensation as part of the business cycle. Make it clear that all suggestions are welcome.
Margaret O'Hanlon, CCP brings deep expertise to discussions on employee pay, performancemanagement, career development and communications at the Café. Her firm, re:Think Consulting, provides market pay information and designs base salary structures, incentive plans, career paths and their implementation plans.
Doesn't this tell us that it's (finally) time to shift all that investment, focus and time away from performancemanagement -- given its relative impact -- to efforts that will improve employees' broader business knowledge? Margaret is a Board member of the Bay Area Compensation Association (BACA).
There may be more worthwhile goals for a compensation department to have than pay transparency , though the national media wouldn't have you believe it. After all, how many could actually be ready for such a dramatic intervention when typical compensation communications gets a limited investment in time or money each year?
Performancemanagement tools have become essential to HR operations. Not only do they assist the HR department; they also help managers throughout the organization to guide their teams to success. Consider that only 2% of companies feel they have a great approach to performancemanagement. Table of Contents 1.
Today, we feature a Classic truth from Margaret O'Hanlon about what ultimately enables your compensation plans to achieve greatness. Great managers are exquisitely rare. (It Instead of bemoaning the state of things, though, I want to point out aspects of their research that will help our compensation design.
Many of our colleagues would say that compensation has nothing to do with feelings. On the other hand, feelings have a lot to do with compensation COMMUNICATIONS. On the other hand, feelings have a lot to do with compensation COMMUNICATIONS. Addressing feelings through compensation communications is tricky business.
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