It's Time to Give Your Compensation Program a
Spring Cleaning
Now that winter has passed,
the annual ritual of spring cleaning is in full
swing. Spring cleaning is more than cleaning the
windows and clearing the cobwebs that hid in the
corners during the winter. “Spring is a time to
take a serious look at your compensation program
and begin planning for the next budget cycle.
Depending on your organization's fiscal year, it
may also be time to determine appropriate market
adjustments and pay increases for the coming
year,” said Michael Maciekowich, National
Director, Astron Solutions.
More than looking at the
market and determining adjustments, compensation
program spring cleaning is a time to step back
and determine if the system remained in
alignment with organizational and employee
needs. Most organizations have long-term
strategic plans with short-term objectives to
determine progress. A compensation program
designed at the beginning of a long-term
strategic cycle needs flexibility to address
yearly short-term organizational objectives. As
new objectives come to the forefront, or current
ones are modified, the compensation plan must
also change.
This approach is a
different way of thinking about compensation
programs. There are a number of tools and
processes to help with this matter. One is a
survey of the compensation program's
effectiveness for users, including executive
management, department management, and
employees. The focus of this annual survey is
the following:
- What
aspects of the current compensation program
were most effective in the past year?
Ø
What
aspects seem to have had a positive impact on
employees in terms of retention and morale?
- What
aspects of the current compensation program
were least effective in the past year?
Ø
What
issues did human resources seem to spend the
most time discussing with employees and
managers?
- What
should be the focus of the compensation
program in the coming year?
Ø
What
are managers' and employees' expectations in
terms of compensation determination?
- What
will prevent this from happening?
Ø
To
what extent do managers and employees understand
current financial issues facing the
organization?
After exploring these four
survey topics, human resources then answers the
following five questions:
- What
external market challenges or pressures will
be placed on the compensation system in the
coming year?
Ø
Has
the market shifted? Is there a new strategic
need in the organization that will alter our
market focus, either by type of job or market
definition? Is the organization in a position to
remain competitive?
- What
internal job equity challenges or pressures
will be placed on the compensation program
in the coming year?
Ø
If a
job evaluation system is used, are the factors
and factor weights applicable based on current
strategic direction? If not, what modifications
are required?
- What
employee equity challenges or pressures will
be placed on the compensation program in the
coming year?
Ø
Have
recent market adjustments and system
modifications forgotten the employees? Are we
able to attract employees without causing
internal pay compression?
- What
financial challenges will impede the ability
of the organization to successfully fund and
implement needed compensation program
elements?
Ø
Can
the organization sustain past financial
commitments to the compensation program? If not,
how will spending priorities be set?
- What
changes need to be made as to how employees
are recognized and rewarded for their
contributions to the organization?
Ø
Do
the current recognition and reward mechanisms
work to motivate employees to contribute to the
organization's strategic direction?
With these questions
answered, human resources next must develop a
strategic response. Take the five questions
above and overlay the four question survey
responses. This process develops a strategic
response to each of the five key compensation
issues.
Not sure how everything
ties together? Following are basic examples of
the thought process for auditing current
compensation processes:
-
External Equity Issues: Most effective. Continue
current process.
-
Internal Equity Issues: Least effective.
Additional focus on internal job placement
required.
-
Employee Equity Issues: Least effective. Serious
compression issues have developed that need
further action.
-
Ability to pay issues: Most effective. Required
funding of the program is understood and
available.
-
Reward and Recognition Issues: Most effective.
High level of satisfaction with current
performance assessment and rewards systems.
With this information in
hand, the final step is to create a specific
strategic response to present to senior
management. The result is a fresh look at your
compensation program and a focused direction for
the year ahead.