Job Descriptions: Start with a Baseline

by Malak Kazan, CECP, CCP, CBP, GRP 9. December 2015 12:43
Organizations are faced with two business imperatives: global competition and constant change. To respond and seize market opportunities, organizations need to deftly identify their workforce talent who can be mobilized in a timely manner. One way that HR professionals and business leaders can navigate this decision making process is by leveraging the knowledge amassed on job content collected by job analysis. [More]

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The Gap Between Executive and Average Worker Pay in Nonprofits

by Linda M. Lampkin, Senior Nonprofit Compensation Specialist 8. December 2015 13:16
In the business world, there is a lot of discussion about the often huge gap between the pay of top executives and the average employee within an organization. While some interpret the data as executives reaping a windfall while worker pay stagnates, there is also research that focuses on the fact that the best-paying companies are pulling away from the worst-paying companies – that is, while increased executive pay contributes to the wage gap, so does the success of the companies in their overall industries. [More]

Moving from an Anniversary to a Focal Salary Review?

by Linda Cox 7. December 2015 13:37
The verdict is out on this one. The vast majority of companies now manage a focal review cycle, while others may desire to eventually transition to a focal review cycle. Typically, business growth supports the change from an anniversary to a focal review cycle. [More]

2016 Salary Increase Planning Roadmap

by Malak Kazan, CECP, CCP, CBP, GRP 23. November 2015 13:08
Compensation professionals are typically busy this time of the year preparing for 2016 salary increases for employees. If you already have two or three years of experience managing the process, you have likely figured how to smooth out the bumps in the road. [More]

Performance Management & Goal Alignment

by Malak Kazan, CECP, CCP, CBP, GRP 4. November 2015 13:07
Total rewards leaders are instrumental in improving business performance by ensuring that financial and non-financial reward systems are aligned to business strategy, HR strategy, and organization culture. Performance management is often used by total rewards leaders to help drive a sustainable performance culture with short-term and long-term alignment of SMART (Specific, Measurable, Attainable, Relevant, and Time-base) goals. In order to take the mystery out of this topic, goal alignment will be demonstrated below by way of example. [More]

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