Part. Chapter 7 Defining Competitiveness Chapter 8 Designing Pay Levels, Mix, and Pay Structures. External Competitiveness: Determining the Pay Level
|
|
- Benjamin Wells
- 8 years ago
- Views:
Transcription
1 Part II External Competitiveness: Determining the Pay Level 7-1 Chapter 7 Defining Competitiveness Chapter 8 Designing Pay Levels, Mix, and Pay Structures
2 7-2 STRATEGIC POLICIES TECHNIQUES STRATEGIC OBJECTIVES ALIGNMENT COMPETITIVENESS CONTRIBUTORS Work Descriptions Evaluation/ INTERNAL Analysis Certification STRUCTURE Market Surveys Policy PAY Definitions Lines STRUCTURE Seniority Performance Merit INCENTIVE Based Based Guidelines PROGRAMS EFFICIENCY Performance Quality Customers Stockholders Costs FAIRNESS COMPLIANCE ADMINISTRATION Planning Budgeting Communication EVALUATION
3 7-3 Chapter 7 Defining Competitiveness
4 Learning Objectives After studying Chapter 7, students should be able to: 1. Explain the importance of external competitiveness to the pay model. 2. Discuss the factors that influence external competitiveness. 3. Discuss the difference between labor market, product market, and organizational factors in determining external competitiveness. 4. Explain the different pay policy decisions and the consequences of using each. 7-4
5 7-5 External competitiveness External competitiveness refers to the pay relationships among organizations - the organization s pay relative to its competitors.
6 7-6 External competitiveness is expressed in practice by: 1. setting a pay level that is above, below, or equal to competitors, and 2. by considering the mix of pay forms relative to those of competitors.
7 7-7 Pay level refers to the average of the array of rates paid by an employer. Σ Base + Bonuses + Benefits + Options / Σ Employees Pay forms Pay forms refer to the mix of the various types of payments that make up total compensation.
8 7-8 Pay level and mix focus attention on two objectives: Control Labor Costs Attract and Retain Employees
9 7-9 Pay Level Decisions Impact Labor Costs Labor Costs Number of Employees = x Pay Level
10 What Shapes External Competitiveness? LABOR MARKET FACTORS Nature of Demand Nature of Supply 7-10 PRODUCT MARKET FACTORS Degree of Competition Level of Product Demand EXTERNAL COMPETITIVENESS ORGANIZATION FACTORS Industry, Strategy, Size Individual Manager
11 7-11 Labor Demand! The marginal product of labor is the additional output associated with the employment of one additional human resource unit, with other production factors held constant.! The marginal revenue of labor is the additional revenue generated when the firm employs one additional unit of human resources, with other production factors held constant.
12 Supply and Demand at the Market and Individual Employer Level 7-12 Market level Employer level $100,000 $100,000 Pay for business graduates $50,000 Demand Demand Supply Supply Pay for business graduates $50,000 Marginal Marginal revenue revenue product product Supply to individual employer $25,000 $25, Number of business graduates available Number of business graduates available
13 7-13 Labor Demand Theories and Implications Theory Prediction So What? Compensating differentials Efficiency wage Signaling Work with negative characteristics requires higher pay to attract workers. Above-market wages will improve efficiency by attracting workers who will perform better and be less willing to leave. Pay policies signal the kinds of behavior the employer seeks. Job evaluation must collect and compensable factors most capture these negative characteristics. Staffing programs must have the capability of selecting the best employees. Work must be structured to take advantage of employees greater efforts. Pay practices must recognize these behaviors by better pay, larger bonuses, and other forms of compensation.
14 Labor Supply Theories and Implications 7-14 Theory Reservation wage Human capital Job competition Prediction Job seekers won t accept jobs whose pay is below a certain wage, no matter how attractive other job aspects. The value of an individual s skills and abilities is a function of the time and expense required to acquire them. Workers compete through qualifications for jobs with established wages. So What? Pay level will affect ability to recruit. Higher pay is required to induce people to train for more difficult jobs. As hiring difficulties increase, employers should expect to spend more to train new hires.
15 Competitive Pay Policy Alternatives 7-15 Pay with Competition (Match) Lead Policy Lag Policy Flexible Policies Shared Choice Employer of Choice
16 Pay Mix Policy Alternatives 7-16 Performance - Driven Market Match Options 16% Benefits 17% Base 50% Options 4% Bonus 6% Benefits 20% Base 70% Bonus 17% Options 10% Work - Life Balance Benefits 30% Bonus 10% Base 50% Security (Commitment) Benefits 20% Base 80%
17 Some Consequences of Pay Levels 7-17 Contain operating expenses (labor costs) Increase pool of qualified applicants Competitiveness of total compensation Increase quality and experience Reduce voluntary turnover Reduce pay-related work stoppages Increase probability of union-free status
18 Summary! There is no going rate, thus managers make conscious pay level and mix decisions influenced by several factors.! There are both product market and labor market factors that impact the pay level and mix decisions.! Alternative pay level and mix decisions have different consequences.! Pay policies need to be designed to achieve specific pay objectives.! To achieve the objectives stipulated for the pay system, both the pay level and mix must be properly positioned relative to competitors. 7-18
19 7-19 Review Questions 1. Distinguish policies on external competitiveness from policies on internal alignment. Why is external competitiveness so important? 2. What factors shape an organization s external competitiveness? 3. What does marginal revenue product have to do with pay? 4. What pay level does the efficiency wage theory predict? Does the theory accurately predict organization behavior? Why or why not?
20 7-20 Review Questions (continued) 5. What is a relevant market? What difference does it make when determining people s pay? 6. Can you think of any companies that follow a lag and/or lead policy? Why do they believe it pays to pay differently? Can you think of any companies that follow performance-driven and/or work-life balance policies?
Part. Chapter 3 Defining Internal Alignment Chapter 4 Job Analysis Chapter 5 Evaluating Work: Job Evaluation Chapter 6 Person-Based Structures
Part I Internal Alignment: Determining the Structure 3-1 Chapter 3 Defining Internal Alignment Chapter 4 Job Analysis Chapter 5 Evaluating Work: Job Evaluation Chapter 6 Person-Based Structures 3-2 STRATEGIC
More informationOLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY
OLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY INTRODUCTION The purpose of the pay practices for administrative and professional faculty (AP faculty) is to explain the criteria and
More informationCertified Human Resources Manager VS-1002
Certified Human Resources Manager VS-1002 Certified Human Resources Manager Certification Code VS-1002 Vskills certification in Human Resources assesses the candidate on company s Human Resources needs.
More informationMCQ s Unit-II: Organizing the Sales Force
MCQ s Unit-II: Organizing the Sales Force 1. involves identifying activities management feels the salespeople should perform to produce the desired results. a. SWOT analysis b. Environmental audit c. Training
More informationFDA STAFF MANUAL GUIDES, VOLUME I ORGANIZATIONS AND FUNCTIONS FOOD AND DRUG ADMINISTRATION OFFICE OF OPERATIONS OFFICE OF HUMAN RESOURCES
SMG 1117.33 FDA STAFF MANUAL GUIDES, VOLUME I ORGANIZATIONS AND FUNCTIONS FOOD AND DRUG ADMINISTRATION OFFICE OF OPERATIONS OFFICE OF HUMAN RESOURCES DIVISION OF POLICY, PROGRAMS, AND EXECUTIVE RESOURCES
More informationPart IV. Employee Benefits. Chapter 12 Benefits Determination Process Chapter 13 Benefits Options 12-1. McGraw-Hill/Irwin
Part IV Employee Benefits 12-1 Chapter 12 Benefits Determination Process Chapter 13 Benefits Options 12-2 STRATEGIC POLICIES TECHNIQUES STRATEGIC OBJECTIVES ALIGNMENT COMPETITIVENESS CONTRIBUTORS Work
More informationA Qualitative Investigation of the Human Resource Management Practices in Small Businesses
Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 4-1-2004 A Qualitative Investigation of the Human Resource Management Practices
More informationTalent as a Top Priority and Challenge
Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,
More informationARTICLE 3 COMPENSATION
ARTICLE 3 COMPENSATION Section 3.1 COMPOSITION The Human Resources Classification and Compensation Plan shall consist of four salary schedules for the following groups of employees: public safety sworn
More informationEMPLOYER OF CHOICE RECOGNITION PROGRAM
EMPLOYER OF CHOICE RECOGNITION PROGRAM WHAT IT MEANS TO BECOME AN EMPLOYER OF CHOICE In today's highly competitive employment world, employers of all kinds are eager to differentiate themselves from other
More informationBEFORE THE PUBLIC UTILITY COMMISSION OF OREGON PACIFICORP. Direct Testimony of Erich D. Wilson
Docket No. UE Exhibit PAC/00 Witness: Erich D. Wilson BEFORE THE PUBLIC UTILITY COMMISSION OF OREGON PACIFICORP March Wilson/i DIRECT TESTIMONY OF ERICH D. WILSON TABLE OF CONTENTS CONTENTS QUALIFICATIONS...
More informationDMA POLICY: 3-05-01-2013 NAME: PAY PLAN POLICY
DMA POLICY: 3-05-01-2013 NAME: PAY PLAN POLICY EFFECTIVE DATE: September 1.2013 I. PURPOSE The purpose of this document is to summarize the Department program for implementing compensation under the broadband
More informationJames Madison University Salary Administration Plan
James Madison University Salary Administration Plan Date of Current Revision: September 2014 Click the link below to be taken to a specific section. Overview Pay Practices Pay Practice Chart Reassignment
More informationTotal Rewards at Eaton
Total Rewards at Eaton You give us your best. We ll reward you well. This brochure provides an introduction to Eaton s Total Rewards Philosophy and explains the following aspects: Your Total Rewards: Pay,
More informationA CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices
A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices Performance-driven organizations leverage their workforces to realize a higher return on investment, increased
More informationBRIGHAM AND WOMEN S HOSPITAL
BRIGHAM AND WOMEN S HOSPITAL HUMAN RESOURCES POLICIES AND PROCEDURES SUBJECT: COMPENSATION POLICY #: HR- 201 EFFECTIVE DATE: January 1, 2008 POLICY Brigham and Women s Hospital maintains an employee compensation
More informationKPMG s 2011 U.S. Hospital Nursing Labor Costs Study kpmghealthcarepharmainstitute.com
THE KPMG HEALTHCARE & PHARMACEUTICAL INSTITUTE KPMG s 2011 U.S. Hospital Nursing Labor Costs Study kpmghealthcarepharmainstitute.com KPMG s 2011 U.S. Hospital Nursing Labor Costs Study 3 Foreword Over
More informationPublic Sector Management & Executive Compensation Policy
Public Sector Management & Executive Compensation Freeze September 2012 Purpose This policy results in a freeze in compensation paid to managers and executives employed by public sector employers in British
More informationHR Manager Job Description
HR Manager Job Description SUMMARY The Human Resources Manager manages Human Resources services, policies, and programs for the entire company. The major areas directed are: recruiting and staffing; organizational
More informationJob Title: EPIC Consulting Practice Director. Organization Name: Innovative Healthcare Solutions, Inc. About the organization:
Job Title: EPIC Consulting Practice Director Organization Name: Innovative Healthcare Solutions, Inc. About the organization: Innovative Healthcare Solutions, Inc. (IHS) was founded in 2000 as a healthcare
More informationSpecific Learning Objectives
Human Resource Management MGTA 343 Syllabus Evangel University Degree Completion Program 29B Monday, July 16, 2007 through August 13, 2007 Bryan Sanders, J.D. Welcome to the Managing Human Resources course.
More informationIntroduction to Human Resource Management
Introduction to Human Resource Management - Learning Objectives. Explain what human resource management is and how it relates to the management process. 2. Briefly discuss and illustrate each of the important
More informationOrganization and Operations. Metric Name Formula Description
Metric List Organization and Operations *Revenue Factor Revenue / Regular FTE Revenue per FTE. Workforce s Revenue Factor Revenue / Workforce On Payroll FTE Revenue per FTE (including all regular employees
More informationAN EmplOyER S guide to EmplOyINg SOmEONE WIth DISAbIlIty Introduction
An employer s guide to employing someone Introduction Australia s workforce is constantly changing to prepare for, and respond to, our future economic, environmental and social goals. Increasingly, employers
More informationThe Top 5 Business Intelligence Metrics for HR Departments
The Top 5 Business Intelligence Metrics for HR Departments 2 INTRODUCTION COST PER HIRE Whether it is budget review time or there is strategic planning in the works by the corporate big wigs, HR is a go-to
More informationDepartment of Health and Human Services Division of Human Resources
Department of Health and Human Services Division of Human Resources Analysis of DHHS Difficult-to-Recruit Job Classifications January 31, 2008 DHHS applicant profile 19,252 permanent and permanent part-time
More informationMeeting HR Needs in an Aboriginal Organization. Diane Carriere, BA, CHRP, THRP D. Carriere & Associates
Meeting HR Needs in an Aboriginal Organization Diane Carriere, BA, CHRP, THRP D. Carriere & Associates What is Human Resource Management? What is Human Resource Management? Planning HR Needs Staffing organizations
More informationVocabulary list Business English I
Unit 1 Management (co-)founder consultant market value objective performance promotion public sector resources revenue shareholder skill staff subordinate target to accomplish to allocate to execute to
More informationSample Position Model Human Resources Head
KAW KAW Consulting Consultants in Human Resources Sample Position Model Human Resources Head KAW Consulting Wilmington, DE 19803 302-479-7855 e-mail:kawconsulting@compuserve.com KAW Consulting Wilmington,
More informationFundamental of Human Resources Management UNITAR Fellowship Program for Afghanistan Final Workshop December 10, 2012, MoF Kabul
Fundamental of Human Resources Management UNITAR Fellowship Program for Afghanistan Final Workshop December 10, 2012, MoF Kabul Presented by Musa Kamawi UNITAR Honorary Faculty Member 1 Contents Introduction
More informationChapter 12: Options and Executive Pay. Economics 136 Julian Betts Note: You are not responsible for the appendix.
Chapter 12: Options and Executive Pay Economics 136 Julian Betts Note: You are not responsible for the appendix. 1 Key Questions 1. How Do Employee Stock Options Work? 2. Should Firms Grant Stock Options?
More informationA sales organization s effectiveness is reflected by the strengths inherent in three major asset categories:
A nticipating the financial, market and organizational dynamics that may have an impact on a sales organization s future performance is not easy. It can be even more challenging to get Human Resources
More informationTalent DNA that drives your business
Talent DNA that drives your business Align your talent DNA and business strategy to achieve real success Accelerate your business with a strategic HCM solution that turns your human capital investment
More informationInfor Human Capital Management Talent DNA that drives your business
Infor Human Capital Management Talent DNA that drives your business 1 Infor Human Capital Management Align your talent DNA and business strategy to achieve real success Accelerate your business with a
More informationAN EMPLOYER S GUIDE TO EMPLOYING SOMEONE WITH DISABILITY
AN EMPLOYER S GUIDE TO EMPLOYING SOMEONE WITH DISABILITY Introduction Australia s workforce is constantly changing to prepare for, and respond to our future economic, environmental and social goals. The
More informationVariable Compensation. Total Compensation
VARIABLE COMPENSATION AS A PERCENTAGE OF TOTAL COMPENSATION: Variable compensation as a percentage of total compensation is a measurement that demonstrates how much of an organization s total compensation
More informationAnalysis of Call Center Agent Turnover
Analysis of Call Center Agent Turnover 1 ANALYSIS OF CALL CENTER AGENT TURNOVER BACKGROUND Founded in 1988, Affiliated Computer Services/Business Process Solutions (ACS/BPS) is today a global leader in
More informationIowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu
Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall uhrcc@iastate.edu Table of Contents INTRODUCTION... - 3 - SECTION I - EXTERNAL COMPETITIVENESS...
More informationHow To Improve The Performance Of The City Of Kelowna
Section L Human Resources & Corporate Performance 215 FINANCIAL PLAN HUMAN RESOURCES & CORPORATE PERFORMANCE Human Resources & Corporate Performance Stu Leatherdale - Divisional Director Percent of General
More informationAn employer s guide to employing someone with disability
An employer s guide to employing someone Introduction Australia s workforce is constantly changing to prepare for, and respond to our future economic, environmental and social goals. The population is
More informationDIRECT PRE-FILED TESTIMONY OF WAGES, SALARY AND BENEFITS PANEL
BEFORE THE LONG ISLAND POWER AUTHORITY ------------------------------------------------------------ IN THE MATTER of a Three-Year Rate Plan ------------------------------------------------------------
More informationHuman Resource Management in Organized Retail Industry in India
Global Journal of Finance and Management. ISSN 0975-6477 Volume 6, Number 6 (2014), pp. 491-496 Research India Publications http://www.ripublication.com Human Resource Management in Organized Retail Industry
More information2014 Iowa Employment, Training, Benefits & Wellness Conference. HR Outsourcing Makes Employment Easy FOR YOU
HR Outsourcing Makes Employment Easy FOR YOU Christy Smith, SPHR VP HR Operations Merit Resources, Inc. www.meritresources.com HR Outsourcing Can Help You Before Outsourcing You... With the Support of
More informationTalent Management: How to Make Your Metrics Matter
Talent Management: How to Make Your Metrics Matter April 26-27, 2012 Cathy Missildine, SPHR Chief Performance Officer Intellectual Capital Consulting Agenda The 3 key areas to measure when it comes to
More informationfor-performance Plans
10-1 Chapter 10 Pay-for for-performance Plans Learning Objectives After studying Chapter 10, students should be able to: 1. Discuss reasons for adopting variable pay-for for- performance plans. 2. Explain
More information2016 SALARY BUDGET REPORT
2016 SALARY BUDGET REPORT SEPTEMBER 2015 OVERALL CLIMATE We re excited to once again share the results of our annual Salary Budget Report. This year we surveyed 404 organizations in August 2015, and according
More informationGREENWICH ASSOCIATES. Asset Management Compensation: Second Choice No More GREENWICH REPORT Q4 2014. About This Report
GREENWICH ASSOCIATES GREENWICH REPORT Asset Management Compensation: Second Choice No More Q4 2014 Asset managers have had another strong year in 2014. Market appreciation and positive inflows boosted
More informationHRBP Human Resource business professional HRBP SM
certification in human resources» HRBP Human Resource business professional HRBP SM body OF KNOWLEGE HR certification institute hrci.org HR Certification Institute 1 HRBP BODY OF KNOWLEDGE AT-A-GLANCE
More informationHRM. Human Resource. Health Organizations. A Guide for Strengthening HRM Systems. Management Rapid Assessment Tool for
HRM Human Resource Management Rapid Assessment Tool for Public- and Private-Sector Health Organizations A Guide for Strengthening HRM Systems All rights reserved. Management Sciences for Health Telephone:
More informationBilling Department: Staffing & Structure for Sustainability
Billing Department: Staffing & Structure for Sustainability CPCA Billing Manager Conference May 2, 2012 8:30 am 10:00 am Presented by: Rebekah Wallace, CMPE, CPC, MCS-P Overview ~ Obstacles for a Successful
More informationDIRECTIVE TRANSMITTAL
U.S. NUCLEAR REGULATORY COMMISSION DIRECTIVE TRANSMITTAL TN: DT-04-10 To: Subject: NRC Management Directives Custodians Transmittal of Management Directive 9.25, Organization and Functions, Purpose: Directive
More informationCabot Pharmaceuticals
Cabot Pharmaceuticals Managing a Salesperson in a Large Company 1 Follow up - EMC and OuterBay Scott Menzel 15 years in Market Development for EMC Now - Office of CTO Case Follow-up Archive market did
More information2013 Business Plan. Kenneth Poe Director
2013 Business Plan Kenneth Poe Director Mission To provide quality programs and services to attract, develop, motivate and retain a strategically aligned workforce within a supportive work environment
More informationDoDEA Personnel Center HR Competency Definitions
DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer
More informationWORKFORCE AND PROFESSIONAL DEVELOPMENT. State Advisory Council Meeting February 24, 2011
WORKFORCE AND PROFESSIONAL DEVELOPMENT State Advisory Council Meeting February 24, 2011 WHY THE GROUP WAS STARTED Early childhood education demands highly qualified and well-prepared staff who understand
More informationMatching Workers with Registered Nurse Openings: Are Skills Scarce?
Matching Workers with Registered Nurse Openings: Are Skills Scarce? A new DEED study found that a lack of skilled candidates is a small factor in the inability of employers to fill openings for registered
More informationResource Article Talent Management: Seven Keys to Success
Resource Article Talent Management: Seven Keys to Success Talent management: seven keys to success. Lee Iacocca is quoted as saying In the end, all business operations can be reduced to three words: people,
More informationA New Series of Papers on Teacher Compensation from the University of Wisconsin CPRE Group
A New Series of Papers on Teacher Compensation from the University of Wisconsin CPRE Group There is strong consensus around the country that talented and capable teachers will be needed in all classrooms
More informationExecutive Brief: What Factors Influence Cost-per-Hire?
Executive Brief: What Factors Influence Cost-per-Hire? The SHRM Benchmarking Database provides members with more than 400 metrics based on their organization s industry, employee size, geographic region
More informationINTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS
INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among
More informationMoving Towards a More Strategic Federal Pay Comparability Policy
Moving Towards a More Strategic Federal Pay Comparability Policy A Policy Engagement Paper sponsored by the American Society for Public Administration s Human Resources Policy Task Force - Subcommittee
More informationquality staff, NIST's management, starting in the mid 1980's, worked with Congress to establish an alternative personnel management system.
Testimony of Dr. Hratch G. Semerjian Deputy Director National Institute of Standards and Technology Technology Administration U.S. Department of Commerce Before the Subcommittee on Oversight of Government
More informationQuantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky
Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky Contact Information David B Turetsky, HCS ADP, LLC. Vice President, Chief Product Officer, ADP DataCloud Cell: +1 (508) 287-3474
More informationRecruitment, Retention, and Other Personnel Issues of North Carolina Nonprofits
Western Carolina University s 2014 Nonprofit Survey Results HUMAN RESOURCE PRACTICES OF NORTH CAROLINA NONPROFIT ORGANIZATIONS EXECUTIVE SUMMARY In the winter of 2014, the Public Policy Institute (PPI)
More informationLeading Through Uncertain Times
The Talent Management and Rewards Imperative for 2012 Leading Through Uncertain Times The 2011/2012 Talent Management and Rewards Study, North America By articulating and documenting their employee value
More informationHow To Measure Call Centre Customer Satisfaction
Building Client Satisfaction Through Your What is our about? It s about comparing service quality performance from the voice of the client/employee point of view and key operational measures Clients must
More informationHUMAN RESOURCES. City of Minneapolis - Human Resources H77 2013 Council Adopted Budget
HUMAN RESOURCES MISSION The mission of the Human Resources (HR) Department is to strategically partner with departments to implement a comprehensive, competency-based talent management strategy so that
More informationNOVAVIE COMPENSATION PLAN
NOVAVIE COMPENSATION PLAN I. General principles 1. Consultants only get commissions on sold products. 2. Consultants receive no commission on recruiting consultants. 3. All selling prices stated on the
More informationAnnual Total Compensation Survey Process Meet and Confer - May 2014
Annual Total Compensation Survey Process Meet and Confer - May 2014 Introduction By law, most matters related to maintaining prevailing compensation for the state personnel system, including the annual
More informationSurvey on the Future of Government Service Executive Summary July 16, 2015
Survey on the Future of Government Service Executive Summary July 16, 2015 The Center for the Study of Democratic Institutions at Vanderbilt University, in cooperation with Princeton University and the
More informationDEPARTMENT OF HUMAN RESOURCE MANAGEMENT POLICY NO.: 3.05 POLICIES AND PROCEDURES MANUAL EFFT. DATE: 09/25/00 REV. DATE: 04/25/05 COMPENSATION
DEPARTMENT OF HUMAN RESOURCE MANAGEMENT POLICY NO.: 3.05 POLICIES AND PROCEDURES MANUAL COMPENSATION APPLICATION: Classified and hourly employees. PURPOSE DEFINITIONS Agency Business Need Agency Salary
More informationWORKFORCE MANAGEMENT ISSUES RELATED TO RETIREMENT PLANS
WORKFORCE MANAGEMENT ISSUES RELATED TO RETIREMENT PLANS DECEMBER 11,2014 Arthur L. Noonan Senior Partner Determining Optimal Plan Design Retirement program designs are usually viewed through the lens of
More informationStrengthening the Link Between Pay & Performance
Strengthening the Link Between Pay & Performance Presented by: Mykkah Herner, MA, CCP Manager of Professional Services PayScale, Inc. Karaka Leslie Partnership Manager PayScale, Inc. Sponsored By: Wednesday,
More informationThe Basics of a Compensation Program
The Basics of a Compensation Program Learning Objectives By the end of this chapter, you should be able to: List three ways in which compensation plays a role in the management of the enterprise. Describe
More informationAre You Paying for Performance? How to Measure Sales Compensation ROI. 2009 The Sales Management Association
Are You Paying for Performance? How to Measure Sales Compensation ROI Contents Today s Presentation Defining incentive compensation plan effectiveness Correlating pay and performance Measuring incentive
More informationMULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
Mid-term test 3/November/2011 Group: A Course: Strategic Human Resource Management Programme: MBA Name: MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
More informationWorkforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
More informationCERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE
CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business
More informationTop Tier Staffing, LLC. General Information
36 General Information What s In It For You Introduction Staffing Services Managed Services Consulting Services RPO FAQs Contact Info Top Tier Staffing, LLC ASA Member American Staffing Association MWBE
More informationDepartment of Human Resources
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational
More informationTop Five HR Process Integrations That Drive Business Value
Top Five HR Process Integrations That Drive Business Value Top Five HR Process Integrations That Drive Business Value A Softscape Whitepaper June 2010 Integration is the new currency of HR. Empirical research
More informationPwC Saratoga. 2013/2014 Human Capital Effectiveness Report: Trends for the Healthcare Provider Sector. August 2013. www.pwc.
www.pwc.com/saratoga www.pwc.com/us/hrs Saratoga 2013/2014 Human Capital Effectiveness Report: Trends for the Healthcare Provider Sector August 2013 2013 Healthcare Provider Consortium Benchmarking Survey
More informationPROJECT HUMAN RESOURCE MANAGEMENT
9 PROJECT HUMAN RESOURCE MANAGEMENT Project Human Resource Management includes the processes required to make the most effective use of the people involved with the project. It includes all the project
More informationHow To Establish A. Cash Incentive Plan. 8575 164th Avenue NE, Suite 100 Redmond, WA 98052 800-627-3697 www.erieri.com
How To Establish A Cash Incentive Plan 8575 164th Avenue NE, Suite 100 Redmond, WA 98052 800-627-3697 www.erieri.com Use this learning aid as a resource for employees to effectively develop, introduce,
More informationDesigning Productive and Satisfying Work. Lesson 4
Designing Productive and Satisfying Work Lesson 4 Learning objectives After this lecture you should be able to: Describe how the design of work tasks and roles can align with overall HR strategy. Explain
More informationSalary Compression: Practical Solutions to Prevent and Address Pay Inequities
Salary Compression: Practical Solutions to Prevent and Address Pay Inequities FEATURED FACULTY: Shari Dunn, Managing Principal, CompAnalysis (510) 763-3774 X102 sdunn@companalysis.com Upon receiving her
More informationSECTION 32 -- ESTIMATING EMPLOYMENT LEVELS, COMPENSATION, BENEFITS, AND RELATED COSTS. Table of Contents
SECTION 32 -- ESTIMATING EMPLOYMENT LEVELS, COMPENSATION, BENEFITS, AND RELATED COSTS Table of Contents Reporting Employment Levels 32.1 What terms do I need to know? 32.2 What should be the basis for
More informationTalent Management: A Critical Review
IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 16, Issue 9.Ver. I (Sep. 2014), PP 50-54 Talent Management: A Critical Review Prathigadapa Sireesha, Leela
More informationDesigning Pay Levels, Mix and Pay Structures
8-1 Chapter 8 Designing Pay Levels, Mix and Pay Structures Learning Objectives After studying Chapter 8, students should be able to: 1. Explain all of the steps in designing and administering a pay survey.
More informationFDA STAFF MANUAL GUIDES, VOLUME I - ORGANIZATIONS AND FUNCTIONS FOOD AND DRUG ADMINISTRATION OFFICE OF OPERATIONS OFFICE OF HUMAN RESOURCES
SMG 1117.37 FDA STAFF MANUAL GUIDES, VOLUME I - ORGANIZATIONS AND FUNCTIONS FOOD AND DRUG ADMINISTRATION OFFICE OF OPERATIONS OFFICE OF HUMAN RESOURCES DIVISION OF HUMAN RESOURCE SERVICES FOR THE OMPT
More informationCEO SUCCESSION PLANNING. David F. Larcker and Brian Tayan Corporate Governance Research Initiative Stanford Graduate School of Business
CEO SUCCESSION PLANNING David F. Larcker and Brian Tayan Corporate Governance Research Initiative Stanford Graduate School of Business LABOR MARKET FOR CHIEF EXECUTIVE OFFICERS The labor market for CEOs
More informationA Framework for Attraction and Retention in the Government of Nova Scotia
Government of Nova Scotia, Attraction and Retention Framework - 1 - A Framework for Attraction and Retention in the Government of Nova Scotia Summer 2006 Government of Nova Scotia, Attraction and Retention
More informationBUSINESS PERFORMANCE GUIDE
BUSINESS PERFORMANCE GUIDE You might think one recruiting service is the same as the next. Not always. The services recruiting firms provide actually vary quite a bit some do more, some do less. Because
More informationA Collaborative Approach to Creating an Agile Workforce
A Collaborative Approach to Creating an Agile Workforce In periods of economic uncertainty, every company strives to increase its agility. During past economic downturns, companies employed tighten your
More informationBest Practices in Compensation in the Current Economy. CBIZ Human Capital Services
Best Practices in Compensation in the Current Economy CBIZ Human Capital Services HR matters enormously in the good times. It defines you in the bad." - Jack Welch BusinessWeek, March 12, 2009 2 Introduction
More informationIN THE HOSPITALITY INDUSTRY. DAVID K. HAYES I PNIWE'to IER
HUMAN RESOURCES MANAGEMENT IN THE HOSPITALITY INDUSTRY DAVID K. HAYES I PNIWE'to IER WlLEY Preface ix About WileyPLUS Learning Space xvii Acknowledgments and Dedication xix CHARTER 1 % INTRODUCTION TO
More informationLong Beach Community College District Date Adopted: January 30, 2006. CLASS SPECIFICATION Director, Classified Human Resources
Long Beach Community College District Date Adopted: January 30, 2006 GENERAL PURPOSE CLASS SPECIFICATION Director, Classified Human Resources Under the direction of the chief human resources officer for
More informationThe Baltimore City Public Schools Construction and Revitalization
The Baltimore City Public Schools Construction and Revitalization LOCAL HIRING PLAN As stated in the Memorandum of Understanding for the Baltimore City Public Schools Construction and Revitalization Act
More informationQuota. Sales Objectives and Quotas. Main Points. Why do we use quotas? Chapter 7
Quota Sales Objectives and Quotas Chapter 7 Refers to an expected performance objective Quotas are assigned to sales people and sales units, such as regions and districts A sales quota is a performance
More information