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Building a Compensation Program
Strategic Objectives: Cost Controls & Real Life
Solutions
Michael F. Maciekowich
National Director
Astron Solutions, LLC
917-714-0317
Understanding and Developing a Comprehensive
Compensation Strategy
• Compensation Strategy is one of the most important strategies in
the HRM Function as it influences the costs of the organization and
potential bad decisions can lead to very serious damages to the
organization.
• A compensation strategy is derived from, and therefore has to be
fully aligned with, the overall HRM Strategy.
• When the HRM Strategy sets the main objectives for the HRM
Function, the compensation strategy must follow.
Understanding and Developing a Comprehensive
Compensation Strategy
• The compensation and benefits strategy sets the position of the
organization in the job market and defines the items in the total
cash in the organization and their role.
• The role of different compensation components is very important as
the role of these compensation components can differ.
• For example, the role of bonuses can be primarily in ‘performance
reward’ or ‘retention’ and the organization has to decide.
• The compensation strategy has to reflect the reality in the industry
and the surrounding job market.
4
Total Rewards “Tools”External Position
EquityInternal Position
EquityEmployee Pay and Recognition Equity
Total “Non-Cash” Compensation –
Benefits/ Retirement
Ability to Fund all Aspects of the
Program
• Competitiveness in terms of Geography.
• Competitiveness in terms of industry.
• Level of competitiveness by organization and position.
•Recruitment and Retention Trends.
• Determine organizational value of positions regardless of market value.
•Determine value of positions not matched to the market.
•Determine the differences among “families” of jobs.
• Determine internal pay levels of employees based on seniority, performance, or other methods.
• Determine appropriate methods to recognize employee performance and contributions.
• Understanding the impact of “Generations” in compensation decisions.
• Addressing the rising cost of insurance in plan design.
• The need to have more employee cost sharing.
•Understanding pressures from organized labor.
•The need for flexibility in addressing “generational” differences in both benefit and pension design.
•Impact of fluctuating stock market on pension design strategies.
•Funding all aspects of the program understanding the impact of current industry trends.
•Determining the “ROI” of all programs to demonstrate the impact on effective recruitment and retention of staff required for the organization to succeed.
•Proactively developing strategies that reduce cost impacts while remaining effective.
5
Total Rewards Philosophy and Strategy
•Compensation Philosophy is a statement of the organization's
Human Resource strategy as it relates to pay and provides a
blueprint to follow in the design and implementation of the
program.
•Successful compensation programs have a formal statement of
compensation philosophy or beliefs.
•These beliefs ensure an alignment between the compensation
program and the success strategy of the organization.
6
Defining a Total Rewards Strategy
• The purpose of various organization compensation programs
and benefit plans
• A statement of how compensation and benefit programs are intended to support human resources and overall business objectives
• Provision that establishes a parameter of costs of compensation and benefit programs
• A statement on whether compensation and benefit programs can be tailored to meet the needs of individual business units
• Guidelines for communicating compensation and benefit program objectives
• Requirement for annual review to meet change business and external market needs
7
Total Rewards Strategy Design Team
• Strategic Planning Professionals
• Tap the expertise of planners so that appropriate performance goals and measures are included in pay plans.
• Financial Planners and Administrators
• The overall cost of total compensation programs should be determined through joint efforts of financial and compensation experts.
• Legal Expertise
• Legal staff can add considerable value to compensation strategy design by reviewing the tax and legal implications of various elements of the total compensation program.
• Human Resource Professionals
• Labor relations, management development and HRIS staff should be involved to determine the short and long term impact of total compensation decisions on the overall Human Resource strategic plan.
• Line Management
• Little hope for success if line management is not consulted. They must be comfortable with all aspects of the program to communicate to staff.
Key Components of Total Rewards and Strategic Decisions Required
• Base Cash Compensation
• Determining Job Value– Internal Focus– External Focus
• Determining Employee Value
– Seniority– Performance– Skill/Competency
•Variable Cash Compensation
• Short Term Incentives– Linkage to Organization
Success– Linkage to Business Unit
Success– Linkage to Individual
Success
• Long Term Incentives
– “Golden Handcuffs”– Need to “Re-Qualify” for
Incentive
•Non-Cash Rewards
• Recognition Programs
8
9
Key Components of Total Compensation and
Strategic Decisions Required
• Benefits
• Reasons Benefit Programs are Provided
– Legal» Social Security, Medicare, Family and Medical Leave» State Workers’ Compensation
• Labor Organizations
– Mandatory subject for bargaining• Competition
– Be at a disadvantage competitively in the current marketplace
• Tax Advantages
– Benefits enjoy tax exempt or tax deferred status.• Employee Desire
– Employees count on benefits• Support Employer Strategies
– May be more effective than pay in recruiting or retaining staff
Discussion on Total
Rewards Strategy Design
Using Compensation
Strategies to Control
Organization Costs
Linking Strategy and
Compensation
The Balanced Scorecard
Approach
13
The Balanced Scorecard
Translating Strategy Into Action
Financial
To succeed financially, how should we appear to our stakeholders?
Customer
To achieve our vision and carry out our mission, how should we appear to our customers/community?
Quality
To satisfy our stakeholders and customers, in what services must we excel?
Growth
To achieve our vision, how do we sustain our ability to change, grow, and improve?
Organization Success
Human Resources
To achieve employee satisfaction, what human resource programs do we need to provide/excel?
• Objectives
• Measures
• Targets
• Initiatives
14
The Balanced Scorecard
Setting Targets/Measuring Performance
Financial
• Operating margins
• Capital budget
Customer
•Satisfaction surveys
Quality
•Process improvement
•Outcome measures
Growth
• Sales/volume
• New product/service development
• Expanded regions/markets
Organization Success
Human Resources
•Employee feedback/surveys
15
The Balanced Scorecard Job Content Evaluation
Model (For Both Traditional Job Analysis or New “One Job per Person” Model)
Financial Accountability
• Direct or Indirect
• Revenue or Expense
Customer Accountability
• Direct or Indirect
• Internal or External
Quality Accountability
• Direct or Indirect
• Process or Outcome
Growth
• Direct or Indirect
• Internal or External
• Process or Outcome
Organization Success
Human Resources Accountability
• Direct or Indirect
• Individual or Team
16
The Balanced Scorecard Competency Based
Performance Management Model
Financial Performance
•Utilization of Resources
•Core Competencies Required
Customer Performance
•Customer Interactions
•Core Competencies Required
Quality Performance
•Process
•Core Competencies Required
Growth Performance
• Process Improvement
• Core Competencies Required
Organization Success
Human Resources Performance
•Teamwork/Interaction
•Core Competencies Required
17
The Balanced Scorecard
Individual Incentive Model
Financial Performance
•Utilization of Resources
• Outcome or Result
• $ Value
Customer Performance
•Customer Interactions
• Outcome or Result
• $ Value
Quality Performance
•Process
• Outcome or Result
• $ Value
Growth Performance
• Process Improvement
• Innovation
• Outcome or Result
• $ Value
Organization Success
Human Resources Performance
•Teamwork/Interaction
• Outcome or Result
• $ Value
Key Compensation Strategies and Their Impact on
Overall Cost Control
• With a prolonged economic downturn looming, it is important for companies to carefully manage their compensation expenses.
• Companies that freeze or cut salaries or pay below market rates will risk losing valuable employees and will struggle to attract the best new talent.
• On the other hand, companies that pay too much will risk damaging their financial health and ability to hire the employees they need to thrive in difficult market conditions.
• Key compensation strategies and their impact on overall cost control include:
– Base Salaries
– Short Term Incentives
– Sales Compensation
– Long Term Incentives
– Hiring Pay Strategies
Base Salaries
Current Strategies
• General Increases
– Breathing Pay
• Traditional Merit Systems
– Performance Level = % Increase
• Skill-Based Pay
– Increased Skill = Additional Salary
• Freeze Current Pay Levels
– Retention Issues
• Reduce Pay Levels
– Retention Issues
– Productivity issues
Future Strategies
• Link Performance Pay to Range Position
– Reward high performers below the market
• Individual Performance Incentives
– Flat $ Bonus for top 20% Performers Only
• Pay for Competency
– Link Pay Adjustments to Combination of Increased Competency and Job Complexity
• Decentralize Pay Decisions
– Develop Different Strategies for Strategic Positions
Short Term Incentives
Current Strategies
• Gainsharing
– Incentive Funded by a Share of Gains Between Company and Employee
• Discretionary Bonus
– End of Fiscal Year Decision
• Formal Executive/Management/ Staff Formula Based Programs
– Usually % of Base Pay
Future Strategies
• Goal Sharing
– Incentive Pre-Budgeted Based on Reality Usually Tied to the Strategic Objectives
• Single Target Annual Incentive
– An Incentive Tied to a Single Objective That All Have an Impact On
• Simplified Formula Based Incentive Plans
– Limited to 3 - 5 Strategic objectives
– 3 Levels of Accomplishments:
• Threshold
• Target
• Optimum
Sales Compensation
Current Strategies
• Traditional Base/Quota/Commission
– Base Pay Set on Market
– Quota Based on "Cost of Sales"
– Commission After Quota Based on % of Total Sales
Future Strategies
• Total Compensation as % of Total Sales Model
1. Determine the Appropriate % of Total Compensation as Related to Total Sales
2. Determine the Base to Variable Pay Mix
3. Set the Base Pay Equally Among Sales Levels
4. Move From Commission Focus to Incentive Focus
5. Establish 3 Incentive Levels:
• Incentives For Minimum Sales Levels
• Incentives for Required Growth Sales
• Incentives For Extraordinary Growth Sales
Long Term Incentives
Current Strategies
• Stock/Equity Driven– Stock Options
– Restricted Stock
• Long Term Cash Based Incentives– Focus on Retention Issues
– Tied to a Vesting Schedule Rather Than Performance
Future Strategies
• Cash-Based Phantom Stock Program
– Stock Grant Equivalent to 50% of Collective Base Pay of Those Included
– Stock Price Set Based on a "Per 1000" Shares Ratio
• Collective Base Pay of Those eligible = $500,000
• Stock Price = $500 per Share ($500,000/1000)
– Stock Price Tied to Primary Company Growth Measure (Margin/Cash Flow)
• Non Profits Can Use a Primary Non Financial Measure
– Formula Established: For Every % Increase in Growth-Stock Price is Adjusted
– Stock Usually Held For 5 Years
Hiring Pay Strategies
Current Strategies
• Link Years of Service to Pay Range position
• Determine Start Rate Based on Internal Equity Review
• Supply & Demand or Market Pressures
• Usually 1 Year Until next Adjustment
Future Strategies
• Competency Assessment Conduct on Potential New Hire
• Results Determine Hire Rate
• Establish Separate Market-Based Pay Ranges for Market Sensitive/Strategic Positions
• Conduct 3-6-9-12 Month Competency Assessments with Adjustments As Appropriate
Discussion on Alternative
Strategies
General
Questions/Discussion
Thank You!
Bonus Information
2011 Compensation Planning
Information - WorldatWork
United States Overall
Actual 2009 Projected 2010 Actual 2010 Projected 2011
Mean Median Mean Median Mean Median Mean Median
General Increase/COLA
1.2% 0.0% 1.6% 2.0% 1.4% 1.0% 1.8% 2.0%
Merit Increase
1.9% 2.5% 2.7% 3.0% 2.7% 3.0% 2.8% 3.0%
Other Increase
0.9% 0.5% 0.9% 0.5% 0.9% 0.5% 1.0% 0.5%
Total Increase
2.2% 2.5% 2.8% 3.0% 3.0% 2.5% 2.9% 3.0%
27
Welcome to the World of
Astron Solutions, LLC
Michael F. Maciekowich
National Director
(212) 792-8886
(917) 714-0317 Cell
www.astronsolutions.com
505 8th Ave Suite 2200
New York, New York 10018
Overview of Astron Solutions
Astron Solutions
Total Rewards
Base Pay-Incentive
Compensation
Performance Management
Retention Strategies
Exit Analysis
Employee Opinion
Surveys-360 Surveys
First Impression
Surveys
Flare™ Web Based
SolutionsE-Learning
FLSA
Performance Management
Job Description Writing
Michael F. Maciekowich
Michael Maciekowich is a National Director for Astron Solutions. His areas of expertise include the development, design, and implementation of executive, physician, and employee total cash compensation and performance management systems in all industries. His primary focus is the integration of compensation and human resource strategies with organization-specific missions, visions, values, and strategic operating plans. Michael has twenty-five years of consulting and industry compensation experience.
Prior to Astron, Michael was the National Director of Healthcare Rewards Consulting and the Metro NY Operations Manager for Rewards Consulting for the Hay Group. He was a compensation consultant with a number of consulting firms, including Towers Perrin, Hartstein Associates, Adams, Nash & Haskell, The Omni Group, and Modern Management. He has assisted over four hundred organizations in his twenty-one year consulting career. Prior to his consulting career, Mike was responsible for compensation services at the American Hospital Association, Honeywell International, and Zenith Electronics.
Michael is an active member of WorldatWork (former American Compensation Association), American Society of Healthcare Human Resource Administration, Society for Human Resource Management, and SHRM’s Consultants Forum. He is also a member of various local and state human resource associations in Massachusetts, Connecticut, Upstate New York, Greater New York City, and Louisiana.
Michael is a member of the International Who’s Who of Professionals. He received a lifetime achievement award from WorldatWork. In May 2003, Michael was interviewed by SHRM's HR Magazine regarding the successful design and implementation of an innovative, self-funded incentive plan in a non-profit healthcare organization. In 2004 Astron Solutions was recognized by the American Association of Healthcare Human Resource Administration with a “Best Practices Award" based on Michael's work in developing innovative career-path programs for healthcare workers. Michael received a bachelor’s degree in political science / philosophy and a master’s degree in industrial relations from the Loyola University of Chicago.