1 0 1 0 1 torkornoo, e. k. (2014). toc. a manual of compensation & total rewards management.update mode1.5

DRAFT. Table of Contents. A Manual of Compensation and Total Rewards Management By E. K. Torkornoo

COPYRIGHT@2011, 2014. E. K. TORKORNOO. All Rights Reserved. This material may not be stored, reproduced, transmitted, quoted, or used in any form, format, part, or portion in any medium, mode, means without the express written permission of the author. For permission to use, please contact the author, Mr. E. K. Torkornoo by Email: [email protected]; Or On Phone: +233-24-267-7015; OR +233-50-332-7127.

This version printed on Thursday, October 23, 2014 Page 1 of 61

A Manual

Of

Compensation And Total Rewards Management

By

E. K. Torkornoo, M.Sc.(Econs) (London)

Certified Compensation Professional (CCP)

mailto:[email protected]




Table of Contents





Section Section Name Topics / Sub Topics (Note: The topics are provided as an indicative guide to help understand the scope of the subject matter. Assessment will only be based on

topics treated in class – Not on all the topics listed).

A. Introduction, Importance, And ‘Hot’ Developments in Compensation & Total Rewards

1. Introduction, Importance, And ‘Hot’ Developments in Compensation & Total Rewards 1.1. Welcome To the ‘Hottest’ Field in Talent and Human Resource Management Today:

Compensation and Total Rewards Management / Or Why Total Rewards Are Hot 1.2. Total Rewards: Strategic Route To The Top In HR, and Beyond 1.3. Total Rewards: The Most Comprehensive Approach To Talent Management 1.4. Pay For Performance: A Global Search For New Answers 1.5. Ghana’s Economic Survival: Percentage of National Budget Going To Pay Government

Employees Salaries in Ghana: Risen Sharply To 70%; But Government Employee Want More

1.6. Ghana & The Single Spine Saga: Nobody Seems to Want To Get Married to The Single Spine

1.7. Ghana’s Failed Education System Gives Worse Results Even As We Spend More on Pay For Teachers: Problem With How (not How Much) We Pay Teachers

1.8. How Runaway Rewards And Incentives Contributed to The Global Financial Meltdown 1.9. Regulatory And Stakeholder Vigilance on Executive Compensation 1.10. Microsoft Drops Bell Curves and Stack Ranking Suspected as Causes of Weak

Innovation, Poor Collaboration, etc. 1.11. Denominating Pay In Dollars: Lucky If You Get It in Ghana 1.12. The Age of Consolidation, Monetization, Dollarization, etc. 1.13. Global Labor In Search Of Petro-Dollars and Expatriate Assignments 1.14. What Do Employees Want: From Fried Rice Generation to Baby Boomers? 1.15. In Search Of The Magic Wand: From Job Satisfaction To Sustainable

Engagement







B. Working Definitions And Language of Compensation and Total Rewards

2. Working Definitions And Language of Compensation and Total Rewards 2.1. Beware of Arcane, Anachronistic, Ancient, And Amateur / Pedestrian Terminology And

Usage 2.2. The Tower Of Babel Afflicting The Single Spine Pay Policy In Ghana 2.3. What Is Total Rewards? A WorldatWork Reference 2.4. WorldAtWork Glossary 2.5. Other Definitions in Rewards Surveys and Reports By Major Consulting Companies 2.6. Emerging Terms And Language of Rewards

2.6.1. Terms From The New World of Executive Compensation and Rewards C. The Context And

Environment of Compensation and Total Rewards

3. The Context And Environment of Compensation and Total Rewards 3.1. Legal, Regulatory, And Governance

3.1.1. External Legal, Regulatory, And Governance 3.1.2. Internal Legal, Regulatory, And Governance

3.1.2.1. Board Oversight & Committees 3.1.2.2. Other Internal Governance and Regulatory

3.2. Economic Context of The Firm And Rewards 3.2.1. Competition, Profitability, Etc. 3.2.2. Supply and Demand of Talent 3.2.3. Inflation, Cost of Living, Exchange Rates, Etc. 3.2.4. Profitability, Other Economic Metrics

3.3. Socio-Demographic Context of The Organization 3.4. Cultural, Historical, & Legacy Factors And Rewards 3.5. Other Context And Environment of Rewards

3.5.1. Technology & Data Management Context 3.5.2. Political Context of Rewards 3.5.3. Geography, Footprint, Locations, Etc. 3.5.4. Other Context And Environment of Rewards







D. Strategic Context: Company Strategy, HR Strategy, Rewards Strategy …

4. Strategic Context: Company Strategy, HR Strategy, Rewards Strategy … 4.1. Company Strategy Context 4.2. HR Strategy Context 4.3. Rewards Strategy Context

4.3.1. General Rewards Strategy Direction 4.3.2. Employee Segmentation In Rewards Strategy 4.3.3. Rewards Differentiation in Rewards Strategy 4.3.4. Employee Value Proposition (EVP) In Rewards Strategy 4.3.5. Performance - Rewards Links In Rewards Strategy 4.3.6. Talent Management and Rewards Strategy 4.3.7. Other Dimensions And Aspects of Rewards Strategy

E. Psychology, Motivation, Behavior Context of Compensation and Total Rewards

5. Psychology, Motivation, Behavior Context of Compensation and Total Rewards 5.1. Introduction 5.2. A General Model (Of Mind, Motivation, Movement, and Money) 5.3. Equity Theory & Implications For Compensation & Total Rewards 5.4. Expectancy Theory & Implications For Compensation & Total Rewards 5.5. Skinner’s Reinforcement Theory & Implications For Compensation & Total Rewards 5.6. McGregor’s Theory X And Theory Y And Implications For Compensation & Total

Rewards 5.7. Herzberg’s Two Factor Theory And Implications For Compensation & Total 5.8. Locke’s Goal Setting Theory And Implications For Compensation & Total 5.9. Employee Satisfaction, Engagement, And Behavior 5.10. Other Theories Related to Compensation & Total Rewards







F. Framework & Models of Compensation and Total Rewards

6. Framework & Models of Compensation and Total Rewards 6.1. A Systems View

6.1.1. Inputs into Compensation and Total Reward Programs 6.1.2. Throughputs in Compensation and Total Reward Programs 6.1.3. Outputs in Compensation and Total Reward Programs 6.1.4. Feedback in Compensation and Total Reward Programs 6.1.5. The Environment in Compensation and Total Reward Programs 6.1.6. Closed or Open Systems?

6.2. Total Rewards Model from WorldatWork (The Leading Association for Professional in Total Rewards)

6.2.1. Context of Total Rewards (Business Strategy, Organization Culture, HR Strategy, External Influences, Geography)

6.2.2. Five Elements of Total Reward Strategy 6.2.3. The Desired Behaviors 6.2.4. The Exchange Relationship (What Employer Provides, What Employee

Provides), 6.2.5. Employee / Employer State of Being 6.2.6. The Evolution of Total Rewards: Total Rewards in Year 2000 versus Year 2006

6.3. E. K. Torkornoo’s Hierarchy of Performance (And Rewards) 6.3.1. A Model For Diagnosis of Problems 6.3.2. A Model For Prescribing Structured Solutions







G. The Rewards Program: Overview Of The Cascade of Critical Decisions In Compensation And Total Rewards

7. The Rewards Program: Overview Of The Cascade of Critical Decisions In Rewards 7.1. Importance And Uses Of The Rewards Program

7.1.1. A Tool For Strategy, Planning, And Delivery of Solutions 7.2. The Rewards Program Elements - Overview

7.2.1. Rewards Philosophy 7.2.2. Rewards Strategy 7.2.3. Rewards System 7.2.4. Rewards Mix 7.2.5. Rewards (Competitive) Policy Line(s) 7.2.6. Rewards Structure 7.2.7. Rewards Implementation 7.2.8. Rewards Analytics: Metrics, Measurement, Reporting, And Action

H. Strategic Goals, Operational Objectives, Ideal Characteristics Of Compensation & Total Rewards – Important Distinctions

8. Strategic Goals, Operational Objectives, Ideal Characteristics Of Compensation And Total Rewards – Important Distinctions 8.1. Why The Distinctions Are Important 8.2. Strategic Goals of Compensation And Total Rewards 8.3. Operational Objectives of Compensation And Total Rewards 8.4. Ideal Characteristics of Compensation And Total Rewards

8.4.1.Corporate Strategy Alignment 8.4.2. Contribution 8.4.3. Compliance And Equity 8.4.4. Consistency: Internal 8.4.5. Currency 8.4.6. Competitiveness: External 8.4.7. Continuity & Sustainability 8.4.8. Cost-Benefit Analysis / Efficiency / ROI 8.4.9. Customization 8.4.10. Community Alignment 8.4.11. Communication Effectiveness







8.4.12. Change Management Impact 8.4.13. Other Characteristics

I. The Rewards Program – Intermediate Details: Rewards Philosophy and Rewards Strategy

9. The Rewards Program – Intermediate Details: Rewards Philosophy and Rewards Strategy 9.1. Overview of The Rewards Program Revisited 9.2. Rewards Philosophy

9.2.1. Rewards Philosophy Implications For Management Style 9.2.2. Theory X Rewards Philosophy 9.2.3. Theory Y Rewards Philosophy 9.2.4. Other Manifestations of Rewards Philosophy 9.2.5. Foresight Versus Hindsight Rewards Philosophy 9.2.6. Rewards Philosophy Statement 9.2.7. Case Studies & Exercises In Rewards Philosophy

9.3. Rewards Strategy: Revisit, Statement, 9.3.1. Cascade from Rewards Philosophy 9.3.2. Corporate – HR – Rewards Strategy Links 9.3.3. Factors Affecting Rewards Strategy

9.3.3.1. Stage of Development 9.3.3.2. Culture 9.3.3.3. Industry / Sector 9.3.3.4. Economics, Demand and Supply, Competition & Positioning 9.3.3.5. Socio-Demographic 9.3.3.6. Political

9.4. Special Dimensions of Strategy 9.4.1. Employee Segmentation 9.4.2. Employee Value Proposition 9.4.3. Differentiated Rewards 9.4.4. Rewards Strategy Statement







9.5. Strategy Options – Overview 9.5.1. Traditional Organizations 9.5.2. Entrepreneurial Organizations

9.6. Strategic Analysis In Rewards 9.6.1. Units of Analysis in Rewards Strategy 9.6.2. Levels of Analysis in Rewards Strategy 9.6.3. Rewards Strategy Time Horizons 9.6.4. PEST Analysis 9.6.5. Scenario Planning 9.6.6. Five Forces Analysis 9.6.7. Market Segmentation 9.6.8. SWOT Analysis

9.7. Case Studies & Exercises in Rewards Strategy J. The Rewards

Program – Intermediate Details: Rewards Systems

10. The Rewards Program – Intermediate Details: Rewards Systems 10.1. Definition 10.2. Overview

10.2.1.1. Job Based Reward Systems 10.2.1.2. Person-Based (Skill-based, Knowledge-Based, Competency-based,…)

Reward Systems 10.2.1.3. Performance-Based Reward Systems 10.2.1.4. Hybrid Reward Systems

10.2.2. Job-Based Reward Systems 10.2.2.1. When and Why to Use Job-Based Pay Systems 10.2.2.2. Primary basis for Pricing Jobs in Job-Based Pay Systems 10.2.2.3. Methods, Moments and Madness in Job-Based Pay Systems

10.2.3. Person-Based (Skill-based, Knowledge-Based, Competency-Based …) Reward Systems







10.2.3.1. When and Why to Use Person-Based Pay 10.2.3.2. Systems 10.2.3.3. Primary basis for Pricing in Person-Based Pay Systems 10.2.3.4. Methods, Moments and Madness in Person-Based Pay Systems

10.2.4. Performance-Based Reward Systems 10.2.4.1. When and Why to Use Performance-Based Pay Systems 10.2.4.2. Primary basis for Pricing Jobs in Performance-Based Pay Systems 10.2.4.3. Methods, Moments and Madness in Performance-Based Pay Systems

10.2.5. Case Studies & Exercises in Rewards Systems

K. The Rewards Program – Intermediate Details: Special Note on Performance-Based Rewards Systems & Pay Increases

11. The Rewards Program – Intermediate Details: Special Note on Performance-Based Rewards Systems & Pay Increases 11.1. What Is Performance? Really! 11.2. A Hierarchy of Performance 11.3. When and Why to Use Performance-Based Pay Systems 11.4. Primary basis for Pricing in Performance-Based Pay Systems 11.5. Pure Performance-Based Pay Systems 11.6. Hybrid Pay Systems Emphasizing Performance-Based Pay 11.7. Examples of Performance-Based Pay Systems

11.7.1. Sales Compensation as a Model for Performance-Based Pay 11.7.2. Piece Work in Both Blue Collar and White Collar Environments 11.7.3. Individual Bonus and Incentive Systems 11.7.4. Team Group-Based Bonus and Incentive Systems 11.7.5. Some Organization-Wide Performance-Based Pay Plans

11.7.5.1.1. Profit Sharing 11.7.5.1.2. Gainsharing







11.7.6. Methods, Moments and Madness in Performance-Based Pay Systems 11.7.7. Pay Increase Processes Related to Different Pay Systems

11.7.7.1. Pay Increase in Job-Based Pay Systems 11.7.7.2. Pay Increase in Person / Skill / Knowledge-Based Pay Systems 11.7.7.3. Pay Increase in Performance-Based Pay Systems 11.7.7.4. Pay Increase in Hybrid Pay Systems

L. The Rewards Program – Intermediate Details: Rewards Mix

12. The Rewards Program – Intermediate Details: Rewards Mix 12.1. Rewards Mix (Elements, Components)

12.1.1. Rewards Mix Simplified: 12.1.1.1. Base Versus Variable

12.1.2. Other Definitions of 12.2. Rewards Mix: A Strategic Approach 12.3. Rewards Mix As Behavior & Performance Drivers

12.3.1. Determinants of What Should be Included in Pay Mix 12.3.2. Pay Mix and Units of Analysis: Some Aspects

12.3.2.1. Compensation 12.3.2.1.1. Fixed Compensation

12.3.2.1.1.1. Base Pay 12.3.2.1.1.2. Basic Pay Versus Base Pay: Nomenclature and Definitions 12.3.2.1.1.3. Allowances: Fixed 12.3.2.1.1.4. Allowances: Special Purpose & Contingent Allowances 12.3.2.1.1.5. Other Cash Elements and Allowances 12.3.2.1.1.6. Guaranteed Cash

12.3.2.1.2. Variable Compensation 12.3.2.1.2.1. Short Term Incentives 12.3.2.1.2.2. Long Term Incentives







12.3.2.1.2.2.1. Cash 12.3.2.1.2.2.2. Equity / Share / Stock Compensation 12.3.2.1.2.2.3. Other

12.3.2.1.2.3. Other Variable Cash 12.3.2.2. Employee Benefits As Valuable Rewards Mix 12.3.2.3. Work Life Balance As Valuable Rewards Mix 12.3.2.4. Development and Career Opportunities As Valuable Rewards

Mix 12.3.2.5. Developments in Rewards Mix

12.3.2.5.1. Pay Consolidation and Pay Monetization in Ghana: What, Why, Who, For Whom, When, How, So What?

12.3.3. Pay Mix in Different Type of Settings 12.3.3.1.1. By Type of Organization & Strategy 12.3.3.1.2. Traditional Organizations 12.3.3.1.3. Transitional Organizations 12.3.3.1.4. Entrepreneurial Organizations 12.3.3.1.5. By Role Level and Risk 12.3.3.1.6. Pay Mix In Sales Roles By Degree of Persuasion 12.3.3.1.7. Other Kinds of Mix

M. The Rewards Program – Intermediate Details: Rewards (Competitive) Policy Line

13. The Rewards Program – Intermediate Details: Rewards (Competitive) Policy Line 13.1. Meaning of Pay Policy 13.2. Units of Analysis and Comparison In Rewards Policy Line Decisions 13.3. Typical Units of Comparison In Rewards Policy Line Decisions

13.3.1.1. Fixed Compensation Elements 13.3.1.2. Variable Compensation Elements 13.3.1.3. Total Cash Versus Target Total Cash 13.3.1.4. Total Value versus Target Total Value







13.3.1.5. Other Units of Analysis and Comparison Rewards Policy Line Decisions 13.4. Level of Analysis In Rewards Policy Line Decisions – Choosing Comparators

13.4.1. The Game of Apples and Oranges 13.4.2. Cherry Picking Versus Real Comparisons 13.4.3. Scope, Geography, Industry, Level, Etc.

13.5. Rewards Policy Line Broad Alternatives And Rationale For Using Them 13.6. Multiple Policy Lines: Whether, When, Why And How To Use Them 13.7. Match; Lead; Lag; Lead-lag Rewards Policy Line Decisions 13.8. Rewards Surveys and Studies: The Dos And Don’ts Of Benchmarking and ‘Best

Practices’ 13.9. Salary Surveys and Rewards (Competitive) Policy Line

13.9.1. Choosing Surveys 13.9.2. Choosing Comparators 13.9.3. Choosing Variables 13.9.4. Choosing Statistical Measures 13.9.5. Showing How You Compare 13.9.6. Showing Where You Want To Be For Target Employees 13.9.7. Other Policy Line Decisions in Using Surveys 13.9.8. Cases & Exercises in Rewards (Competitive) Policy Line

N. The Rewards Program – Intermediate Details: Rewards Structure

14. Rewards Structure 14.1. Rewards Structure Versus Pay Structure: Is There A Difference? 14.2. Use and Misuse Of The ‘Structure’ in Rewards 14.3. Overview of Goals, Uses, and Nature of Rewards Structure 14.4. Rewards Structure and Employee Behavior 14.5. Rewards Structure Versus Pay System: Which Drives Which? 14.6. Rewards Structure, Pay Structure, Pay Ladders, Pay Spines as Hierarchies of The

Value of Jobs and Work 14.7. Methods for Determining The Value of Jobs and Work







14.7.1.1. Traditional Job Evaluation – Overview 14.7.1.1.1. Types of Job Evaluation 14.7.1.1.2. Compensable Factors 14.7.1.1.3. Distinctions: Position, Job, Job Class, Job Class Series, Job Family 14.7.1.1.4. Job Analysis: Scope, Focus, Processes, Data Collection 14.7.1.1.5. Job Descriptions: Dimensions and Elements 14.7.1.1.6. Using Job Evaluation Systems & Instruments 14.7.1.1.7. Comparisons – Job Hierarchies 14.7.1.1.8. Job Grades / Bands 14.7.1.1.9. Constructing the Pay Structure 14.7.1.1.10. Key Data Elements of Pay Structure

14.7.1.1.10.1. Pay Range: Minimum, Maximum, 14.7.1.1.10.2. Range Spread: Significance And Uses 14.7.1.1.10.3. Range Penetration 14.7.1.1.10.4. Pay To Max: A New Measure 14.7.1.1.10.5. Mid Point: Significance And Uses 14.7.1.1.10.6. Mid Point Progression: : Significance And Uses 14.7.1.1.10.7. Compa-ratio: : Significance And Uses 14.7.1.1.10.8. Other Element of Pay Structure

14.7.1.2. Market-Referenced Job Pricing (Market Pricing) – Overview 14.7.1.2.1. Before You Look at Surveys: Decisions, Decisions, Decision

14.7.1.2.1.1. Job Families to Cover in Market Pricing 14.7.1.2.1.2. Selecting Benchmark Jobs for Market Pricing 14.7.1.2.1.3. Verifying Job Descriptions for Market Pricing

14.7.1.2.2. Market Surveys Sources and Challenges 14.7.1.2.2.1. Sources of Surveys 14.7.1.2.2.2. Number of Survey Sources required for Reliability 14.7.1.2.2.3. Survey Quality Indicators







14.7.1.2.3. Matching Your Jobs to Those in the Survey 14.7.1.2.3.1. Content, Level and Scope Dimensions 14.7.1.2.3.2. Data Dimensions

14.7.1.2.3.2.1. Number of companies reporting 14.7.1.2.3.2.2. Number of Survey Jobs per Benchmark Job 14.7.1.2.3.2.3. Data Elements / Variables In Use 14.7.1.2.3.2.4. Quality of Data 14.7.1.2.3.2.5. Data Cuts (Industry, Scope, etc.)

14.7.1.2.3.3. Adjusting The Data: Techniques For Fine-Tuning 14.7.1.2.3.3.1. Aging the Data 14.7.1.2.3.3.2. Geographic Adjustments 14.7.1.2.3.3.3. Adjusting for Composite (Multiple survey sources)

14.7.1.2.3.3.3.1. Average Versus Weighted Average 14.7.1.2.4. Market Pricing in a World without regular, reliable, third-party

surveys: 14.7.1.2.4.1. The Pros And Cons Of Calling Around 14.7.1.2.4.2. The Pros And Cons Of Using “Club Data” 14.7.1.2.4.3. Data Elements available 14.7.1.2.4.4. Pros and Cons of Data Available 14.7.1.2.4.5. Consulting Firms And Providers of Market Surveys

14.7.2. Pay Structure Issues 14.7.2.1. Single Spine Versus Multiple Spine in Pay Structure 14.7.2.2. Organization Culture and Fit / Misfit of Pay Structure 14.7.2.3. Restriction of Range 14.7.2.4. Pay Compression 14.7.2.5. Managing the Basis for Progression through The Range 14.7.2.6. Overemphasis on Base Pay 14.7.2.7. Managing / Mismanaging Control Points







14.7.2.8. Other Issues 14.7.3. The Limits of Pay Structure Versus Total Rewards Structure:

Frontiers Of Practice 14.7.4. Cases & Exercises in Rewards Structure

14.7.4.1. A Tower of Babel Creates Rocky Marriage to The Single Spine Pay Policy In Ghana

14.7.4.2. Other Cases And Exercises

O. The Rewards Program – Intermediate Details: Rewards Structure, Salary Surveys, Rewards Studies Etc.

15. The Rewards Program – Intermediate Details: Rewards Structure, Salary Surveys, And Rewards Studies 15.1. Range of Salary Surveys, Rewards Studies, Etc.

15.1.1. Salary Surveys: A Survey of Surveys 15.1.1.1. Salary Budget Surveys 15.1.1.2. Industry Surveys 15.1.1.3. Occupational Surveys 15.1.1.4. General Industry Surveys 15.1.1.5. Regional / Geographical Surveys 15.1.1.6. Geographical Differentials Surveys 15.1.1.7. Other Surveys

15.1.2. Rewards Studies 15.1.2.1. Why Rewards Studies 15.1.2.2. Providers of Rewards Studies 15.1.2.3. Scope of Rewards Studies 15.1.2.4. Cases And Examples of Rewards Studies

15.2. Participating In Salary Surveys (Versus Simply Using Off-The- Shelf Surveys)

15.2.1. A Common Problem: Reservations About Sharing Sensitive Salary Information







15.2.2. Effect Of Reservations About Sharing Sensitive Salary Information 15.2.3. A Common Solution: Third Party Surveys by Reputable Survey Service Providers 15.2.4. Why Participate In Salary Surveys 15.2.5. Pre-requisites for Participation: Internal Resources 15.2.6. Rules of Participation: Confidentiality, Plus More 15.2.7. Purpose and Timing of Salary Surveys 15.2.8. Selecting Your Salary Surveys

15.2.8.1. Is One Survey Enough? 15.2.8.2. A Strategic Portfolio Approach To Salary Surveys

15.2.9. Getting Your Data Ready 15.2.9.1. Job Documentation: Job Descriptions 15.2.9.2. Benchmark Jobs: Meaning And Significance 15.2.9.3. Matching Jobs To Market Benchmark Jobs; Major Activity

15.2.10. Completing Questionnaires: Salary and Other Rewards Data 15.2.11. Completing Questionnaires: Rewards Practices 15.2.12. Submitting Questionnaires 15.2.13. Answering Follow-Up Questions 15.2.14. What Happens Behind The Scenes: Compiling, Analyzing, Developing

Salary Survey Reports and Access to Databases 15.2.15. Acquiring / Purchasing Survey Results When You Participated

15.2.15.1. Sponsored Surveys: 15.2.15.2. Non-Sponsored Surveys 15.2.15.3. Hard Copy Survey Reports 15.2.15.4. Soft-Copy Survey Reports 15.2.15.5. Access To Survey Databases

15.2.16. Using Survey Data: Selected Decisions and Activities 15.2.16.1.1.1. Deciding What You Want And Why: Begin With The End In

Mind







15.2.16.2. Selecting Scope, Slices, Or Cuts of Data In Salary Surveys 15.2.16.3. Selecting Comparators 15.2.16.4. Choosing Data Variables (Units of Analysis and Comparison) 15.2.16.5. Understanding Measures of Dispersion and Central Tendency

15.2.16.5.1. The Median Versus The Mean 15.2.16.6. Using Quartiles and Percentiles 15.2.16.7. Determining Salary Movements in the Market 15.2.16.8. Other Analytical Considerations 15.2.16.9. Developing Internal Reports And Proposals For Change To Management

15.2.16.9.1. Outline of Internal Reports And Proposals For Change 15.2.16.9.2. Links to Organization’s Vision, Mission, Strategy 15.2.16.9.3. Where We Stand 15.2.16.9.4. Incorporating Other Rewards Studies In Decision-Making 15.2.16.9.5. What We Need To Change And Why: Making The Business Case

For Change 15.2.16.9.6. Costing The Alternative Positions in the light of Market Movements 15.2.16.9.7. Pro-Forma Implementation Plans 15.2.16.9.8. Projecting Desired Outcomes To Be Monitored: A Much

Under-served Task 15.2.16.9.9. Managing Presentations To Management 15.2.16.9.10. Managing Presentations To Boards 15.2.16.9.11. Developing Implementation Plans 15.2.16.9.12. Resource Requirements Within The Compensation And Rewards

Function of Human Resource Departments







P. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration

16. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration 16.1. Required Resources for The Implementation Of The Rewards Program

16.1.1. Budgets: Capital and Operating Budgets For The Implementation Of The Rewards Program

16.1.2. Organizational Unit & Organization Structure For Rewards Management 16.1.3. Technical Staff For Rewards Management 16.1.4. Technology Systems / Platforms 16.1.5. Specialized Software & Licenses Beyond Typical ERP 16.1.6. Surveys, Studies, Subscriptions, and Sources of Data 16.1.7. Professional Associations: Membership, Resources, Activities 16.1.8. Professional Development: Conferences, Seminars & Workshops 16.1.9. Consultancy Support Projects 16.1.10. Outsourced Rewards Implementation Operations

16.2. Alliances & Partnerships For The Implementation Of The Rewards Program 16.2.1. Internal Alliances & Partnerships: 16.2.2. External Alliances & Partnerships – Outsourced Services 16.2.3. Unions & Staff Associations And Their Roles in The Implementation Of The

Rewards Program 16.3. Additional Tools For Rewards Program Implementation:

16.3.1. Policy and Procedures Documentation 16.3.2. User Manuals For Supervisors 16.3.3. Employee Manuals 16.3.4. Orientation, Learning & Development (Training Programs) Programs 16.3.5. Rewards Communications (Details Elsewhere In This Outline

16.4. Using Testing & Quizzes To Reinforce Mastery & Currency of Knowledge Of Rewards Programs, Policy & Procedures

16.5. A Special Note on Emerging Technology For The Implementation Of The







Rewards Program 16.6. A Special Note on Rewards Surveys, Studies, Subscriptions, and Other Sources of

Data Q. The Rewards

Program – Intermediate Details: Rewards Program Implementation / Administration – Focus on Rewards Communications

17. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration – Focus on Rewards Communications 17.1. Importance of Rewards Communications 17.2. The Complex Environment Of Rewards Communications: Opportunities, Issues,

Technology, Social / Demographic, Cultural, Etc. 17.3. A Total Rewards Approach To Rewards Communications 17.4. The Strategic Communications Process – Overview 17.5. Annual Calendar in The Implementation Of The Rewards Program 17.6. Special Events in The Implementation Of The Rewards Program 17.7. Cases & Exercises in Rewards Communication

R. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration With Focus on Outsourcing

18. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration With Focus on Outsourcing

18.1.1.1. Rationale For Outsourcing Some Rewards Programs 18.1.1.2. Types of Rewards Programs Typically Outsourced 18.1.1.3. Some Selected Issues To Consider Before Outsourcing:

18.1.1.3.1. Data Security and Confidentiality 18.1.1.3.2. Disaster Management & Service Continuity 18.1.1.3.3. Resources of Vendors 18.1.1.3.4. Other Issues

18.1.1.4. Vendors of Outsourced Rewards Solutions 18.1.1.5. Deciding What To Outsource 18.1.1.6. Vendor Vetting: Requests For Proposals 18.1.1.7. Vendor Vetting: Reviewing Proposals From Vendors 18.1.1.8. Vendor Selection and Contracting







18.1.1.9. Vendor Relationship Management 18.1.1.10. Monitoring Performance of Vendors of Outsourced Rewards Solutions 18.1.1.11. Closing Vendor Relationships And Making Transition Arrangements

S. Employee Benefits Program Management

19. Employee Benefits Program Management 19.1. A Total Rewards Approach To Employee Benefits

19.1.1. Component Elements of Employee Benefits 19.1.2. A Problem With Employee Benefits: Under Estimated, Under Communicated,

Under Appreciated, Under Valued 19.1.3. The Cost Of Employee Benefits Programs: Total Cost, Relative Cost, Other Costs 19.1.4. The Value of Employee Benefits 19.1.5. Matching Employer and Employee Perspectives

19.2. Issues And Developments in Employee Benefits Programs 19.2.1. Rising Costs: Healthcare, Insurance, Etc. 19.2.2. Demographic & Psychographic Changes 19.2.3. Employee Choices, Preferences, Utilization, And Abuse Issues 19.2.4. Communication Issues And Developments: Electronic Communications 19.2.5. Management Issues 19.2.6. Other Issues And Developments

19.3. Managing Mandated Employee Benefits 19.4. Managing Optional Employee Benefits 19.5. Managing Open Enrolment Programs & Processes 19.6. Managing Terminal Benefits 19.7. Monitoring Impact Of Employee Benefits 19.8. Case Studies / Exercises in Employee Benefits Management







T. Work-Life Balance Program Management

20. Work-Life Balance Program Management 20.1. A Total Rewards Approach To Work Life Balance Programs

20.1.1. Emerging Game-Changer in Competitive Positioning 20.1.2. Value and Alignment With Employees

20.2. Elements of Work Life Balance Programs 20.2.1. Workplace flexibility 20.2.2. Paid and unpaid time off 20.2.3. Health and well-being 20.2.4. Caring for dependents 20.2.5. Financial support 20.2.6. Community involvement 20.2.7. Management involvement/culture change interventions

20.3. Emerging Issues And Solutions in Work-Life Balance Management 20.4. Managing Work Life Balance Programs

20.4.1. Customization of Programs 20.4.2. Current Trends

U. Performance and Recognition Program Management

21. Performance and Recognition Program Management 21.1. Managing Performance Management

21.1.1. A Total Rewards Approach To Performance And Recognition Programs

21.1.2. Elements of Performance and Recognition Programs 21.1.3. CENTRAL QUESTION: Why Do Public and Private Sector Organizations Fail To

Perform, and What can We Do to Fix the Problem For Good? 21.1.4. Re-Defining Performance – A New Lens for Looking at Organizations and The

People Who Work in Them 21.1.5. Goals of Performance and Recognition Programs







21.1.6. Performance and Recognition Policy and Planning 21.1.7. Performance Management

21.1.7.1. Diagnosis of Performance Issues and Dimensions 21.1.7.1.1. The “Garbage Can” Approach To Diagnosis 21.1.7.1.2. A Systems Approach To Diagnosis 21.1.7.1.3. A Structured Hierarchy of Performance Approach To Diagnosis

21.1.7.1.3.1. Level of Analysis in Performance Management 21.1.7.1.3.2. Unit of Analysis in Performance Management

21.1.7.2. Design of Performance Management Programs 21.1.7.3. Development of Performance Management Programs 21.1.7.4. Delivery / Deployment / Implementation of Performance Management 21.1.7.5. Data Management / Evaluation of Performance Management 21.1.7.6. Emerging Issues in Performance Management

21.2. Recognition Programs V. MINI-SEMINAR

High Performance Organizations: Critical Must Haves

22. High-Performance Organizations: Achieving High Performance Through Leading-Edge Strategy And Tools In Compensation & Total Rewards Management: Critical 'Must Haves’ [A MINI SEMINAR] 22.1. What Is High Performance, and What Is The Importance of Compensation &

Total Rewards Strategy to That End?

22.2. High Performance and Why Compensation & Total Rewards Programs Fail:

ABCD ‘Factors’- Examples Of Fatally-Flawed Gambles, Histrionics…. And …Idiocy…, In

The Pursuit Of (Distributive, Procedural, And Other…) ‘Justice’

22.3. Compensation & Total Rewards Strategy, Levels Of Analysis, And The Hierarchy

Of Performance

22.4. The Problem With Attraction, Retention, Motivation, And Skill Development As

Goals, OR Serious Limitations With The Tentative, Tenuous, Troublesome, And Tired







A-R-M-S Race

22.5. Distinction Between ‘Elemental’ Versus Strategic Approach To Compensation &

Total Rewards Management for High-Performance

22.6. ‘The’ Must Haves: Eight (8) Essentials For High-Performance Total Rewards

Strategy As Evidenced Globally

22.7. High-Performance Total Rewards Strategy: Putting It All Together

22.8. Obtaining Buy-In For High-Performance Total Rewards Strategy

22.9. Implementation of High-Performance Total Rewards Strategy For Success: Some

Considerations

22.10. Did Our Strategy Make An Impact? Leveraging Improved Measurement And

Metrics Beyond The ‘Old School’, A-R-M-S Waving, And Other Tiresome Approaches

W. Special Rewards Programs – Overview

23. Special Rewards Programs – Overview 23.1. A Total Rewards Approach To Special Rewards Programs 23.2. Executive Compensation and Rewards – An Overview 23.3. Equity / Share Compensation and Rewards – An Overview 23.4. Sales Compensation And Rewards – An Overview 23.5. Development and Career Opportunities / Career Paths, Planning And Succession

– An Overview 23.5.1. Understanding Relational Rewards

X. Rewards Analytics: Measurement, Metrics, and Markets

24. Rewards Analytics: Measurement, Metrics, and Markets 24.1. Importance Of Rewards Analytics: Measurement, Metrics, and Markets 24.2. Strategic Level Measures, Metrics, And Markets

24.2.1. Metrics Of Interest By Stakeholder Type 24.2.2. Total Rewards Measurement, Metrics, and Markets 24.2.3. Employee Segmentation Measurement, Metrics, and Markets







24.2.4. Differentiated Rewards Measurement, Metrics, and Markets 24.2.5. Employee Value Proposition Measurement, Metrics, and Markets 24.2.6. Performance Measurement, Metrics, And Markets 24.2.7. Other Strategic Level Measurement, Metrics, and Markets

24.3. Operational Level Measures 24.3.1. Reward System Check: Are We Really A Performance-Based Organization? 24.3.2. Reward Mix Measures, Metrics, And Markets 24.3.3. Reward (Competitive) Policy Line Measures, Metrics, And Markets 24.3.4. Fixed Compensation Measurement, Metrics, and Markets

24.3.4.1. Elements of Fixed Compensation 24.3.4.2. Job Evaluation Programs (Details in Other Documentation) 24.3.4.3. Market Surveys, Studies, and Statistics

24.3.4.3.1. Job Descriptions & Profiles for Market Comparisons: Focus on Benchmark Jobs

24.3.4.3.2. Key Surveys, Studies, and Data Sources: Selection and Targeting 24.3.4.3.3. Selecting Comparators:

24.3.4.3.3.1. Using Scope Data 24.3.4.3.3.2. Other Measures

24.3.4.3.4. Matching Benchmark Jobs to Jobs In Key Surveys 24.3.4.3.5. Market Data Analysis 24.3.4.3.6. Pay Structure Construction Considerations Aligned To Strategy 24.3.4.3.7. Decision-Making And Adjustments Relative to Data from Market

Surveys, Studies, and Statistics 24.3.4.3.7.1. Dating and Aging Data 24.3.4.3.7.2. Factoring-In Economic Data

24.3.4.3.8. Financial Impact Determination of Alternative Responses to Market Data

24.3.4.4. Other Base Pay Programs







24.3.4.4.1. Relative Ratios of Fixed Pay Elements 24.3.5. Variable Pay Measurement, Metrics, and Markets

24.3.5.1. Units of Analysis in Variable Pay Measurement, Metrics, And Measurement

24.3.5.2. Ratio of Variable pay To Other Rewards 24.3.5.3. Business Strategy and KPIs 24.3.5.4. Cascade of KPIs 24.3.5.5. Short Term Incentives Measurement, Metrics, and Markets 24.3.5.6. Long Term Incentive Measurement, Metrics, and Markets

24.4. Employee Benefits Measurement, Metrics, and Markets 24.5. Work Life Balance Measurement, Metrics, and Markets 24.6. Performance And Recognition Measurement, Metrics, and Markets 24.7. Development and Career Opportunities Measurement, Metrics, and

Markets 24.8. Other Measurement, Metrics, and Markets

Y. Special Developments, Issues, and Topics

25. Special Developments, Issues, and Topics in Compensation and Total Rewards 25.1. Say On Pay Legislation and Trends 25.2. Pay For Performance Focus of Executive Compensation 25.3. 2008-2009 Global Financial Crises, Executive Compensation, Governance and

Accountability – Time for Change 25.4. The GCC: The World of Work and Compensation in The Middle East’s Gulf

Cooperation Council (GCC) Countries: Defying Conventional ‘Wisdom’ NOTE: This module is about ‘Special Developments…”. As such information here is fluid and changes with little or no notice.







Z. Appendices, Glossary, And References

26. Appendices, Glossary, And References 26.1. Appendices 26.2. Glossary of Rewards Terminology 26.3. References





CHAPTER

DETAILS







A. Introduction, Importance, And ‘Hot’ Developments in Compensation & Total Rewards

1. Introduction, Importance, And ‘Hot’ Developments in Compensation & Total Rewards 1.1. Welcome To the ‘Hottest’ Field in Talent and Human Resource Management Today:

Compensation and Total Rewards Management / Or Why Total Rewards Are Hot 1.2. Total Rewards: Strategic Route To The Top In HR, and Beyond 1.3. Total Rewards: The Most Comprehensive Approach To Talent Management 1.4. Pay For Performance: A Global Search For New Answers 1.5. Ghana’s Economic Survival: Percentage of National Budget Going To Pay Government

Employees Salaries in Ghana: Risen Sharply To 70%; But Government Employee Want More

1.6. Ghana & The Single Spine Saga: Nobody Seems to Want To Get Married to The Single Spine

1.7. Ghana’s Failed Education System Gives Worse Results Even As We Spend More on Pay For Teachers: Problem With How (not How Much) We Pay Teachers

1.8. How Runaway Rewards And Incentives Contributed to The Global Financial Meltdown 1.9. Regulatory And Stakeholder Vigilance on Executive Compensation 1.10. Microsoft Drops Bell Curves and Stack Ranking Suspected as Causes of Weak

Innovation, Poor Collaboration, etc. 1.11. Denominating Pay In Dollars: Lucky If You Get It in Ghana 1.12. The Age of Consolidation, Monetization, Dollarization, etc. 1.13. Global Labor In Search Of Petro-Dollars and Expatriate Assignments 1.14. What Do Employees Want: From Fried Rice Generation to Baby Boomers? 1.15. In Search Of The Magic Wand: From Job Satisfaction To Sustainable

Engagement







B. Working Definitions And Language of Compensation and Total Rewards

2. Working Definitions And Language of Compensation and Total Rewards 2.1. Beware of Arcane, Anachronistic, Ancient, And Amateur / Pedestrian Terminology And

Usage 2.2. The Tower Of Babel Afflicting The Single Spine Pay Policy In Ghana 2.3. What Is Total Rewards? A WorldatWork Reference 2.4. WorldAtWork Glossary 2.5. Other Definitions in Rewards Surveys and Reports By Major Consulting Companies 2.6. Emerging Terms And Language of Rewards

2.6.1. Terms From The New World of Executive Compensation and Rewards







C. The Context And Environment of Compensation and Total Rewards

3. The Context And Environment of Compensation and Total Rewards 3.1. Legal, Regulatory, And Governance

3.1.1. External Legal, Regulatory, And Governance 3.1.2. Internal Legal, Regulatory, And Governance

3.1.2.1. Board Oversight & Committees 3.1.2.2. Other Internal Governance and Regulatory

3.2. Economic Context of The Firm And Rewards 3.2.1. Competition, Profitability, Etc. 3.2.2. Supply and Demand of Talent 3.2.3. Inflation, Cost of Living, Exchange Rates, Etc. 3.2.4. Profitability, Other Economic Metrics

3.3. Socio-Demographic Context of The Organization 3.4. Cultural, Historical, & Legacy Factors And Rewards 3.5. Other Context And Environment of Rewards

3.5.1. Technology & Data Management Context 3.5.2. Political Context of Rewards 3.5.3. Geography, Footprint, Locations, Etc. 3.5.4. Other Context And Environment of Rewards







D. Strategic Context: Company Strategy, HR Strategy, Rewards Strategy …

4. Strategic Context: Company Strategy, HR Strategy, Rewards Strategy … 4.1. Company Strategy Context 4.2. HR Strategy Context 4.3. Rewards Strategy Context

4.3.1. General Rewards Strategy Direction 4.3.2. Employee Segmentation In Rewards Strategy 4.3.3. Rewards Differentiation in Rewards Strategy 4.3.4. Employee Value Proposition (EVP) In Rewards Strategy 4.3.5. Performance - Rewards Links In Rewards Strategy 4.3.6. Talent Management and Rewards Strategy 4.3.7. Other Dimensions And Aspects of Rewards Strategy







E. Psychology, Motivation, Behavior Context of Compensation and Total Rewards

5. Psychology, Motivation, Behavior Context of Compensation and Total Rewards 5.1. Introduction 5.2. A General Model (Of Mind, Motivation, Movement, and Money) 5.3. Equity Theory & Implications For Compensation & Total Rewards 5.4. Expectancy Theory & Implications For Compensation & Total Rewards 5.5. Skinner’s Reinforcement Theory & Implications For Compensation & Total Rewards 5.6. McGregor’s Theory X And Theory Y And Implications For Compensation & Total

Rewards 5.7. Herzberg’s Two Factor Theory And Implications For Compensation & Total 5.8. Locke’s Goal Setting Theory And Implications For Compensation & Total 5.9. Employee Satisfaction, Engagement, And Behavior 5.10. Other Theories Related to Compensation & Total Rewards







F. Framework & Models of Compensation and Total Rewards

6. Framework & Models of Compensation and Total Rewards 6.1. A Systems View

6.1.1. Inputs into Compensation and Total Reward Programs 6.1.2. Throughputs in Compensation and Total Reward Programs 6.1.3. Outputs in Compensation and Total Reward Programs 6.1.4. Feedback in Compensation and Total Reward Programs 6.1.5. The Environment in Compensation and Total Reward Programs 6.1.6. Closed or Open Systems?

6.2. Total Rewards Model from WorldatWork (The Leading Association for Professional in Total Rewards)

6.2.1. Context of Total Rewards (Business Strategy, Organization Culture, HR Strategy, External Influences, Geography)

6.2.2. Five Elements of Total Reward Strategy 6.2.3. The Desired Behaviors 6.2.4. The Exchange Relationship (What Employer Provides, What Employee

Provides), 6.2.5. Employee / Employer State of Being 6.2.6. The Evolution of Total Rewards: Total Rewards in Year 2000 versus Year 2006

6.3. E. K. Torkornoo’s Hierarchy of Performance (And Rewards) 6.3.1. A Model For Diagnosis of Problems 6.3.2. A Model For Prescribing Structured Solutions







G. The Rewards Program: Overview Of The Cascade of Critical Decisions In Compensation And Total Rewards

7. The Rewards Program: Overview Of The Cascade of Critical Decisions In Rewards 7.1. Importance And Uses Of The Rewards Program

7.1.1. A Tool For Strategy, Planning, And Delivery of Solutions 7.2. The Rewards Program Elements - Overview

7.2.1. Rewards Philosophy 7.2.2. Rewards Strategy 7.2.3. Rewards System 7.2.4. Rewards Mix 7.2.5. Rewards (Competitive) Policy Line(s) 7.2.6. Rewards Structure 7.2.7. Rewards Implementation 7.2.8. Rewards Analytics: Metrics, Measurement, Reporting, And Action







H. Strategic Goals, Operational Objectives, Ideal Characteristics Of Compensation & Total Rewards – Important Distinctions

8. Strategic Goals, Operational Objectives, Ideal Characteristics Of Compensation And Total Rewards – Important Distinctions 8.1. Why The Distinctions Are Important 8.2. Strategic Goals of Compensation And Total Rewards 8.3. Operational Objectives of Compensation And Total Rewards 8.4. Ideal Characteristics of Compensation And Total Rewards

8.4.1. Corporate Strategy Alignment 8.4.2. Contribution 8.4.3. Compliance And Equity 8.4.4. Consistency: Internal 8.4.5. Currency 8.4.6. Competitiveness: External 8.4.7. Continuity & Sustainability 8.4.8. Cost-Benefit Analysis / Efficiency / ROI 8.4.9. Customization 8.4.10. Community Alignment 8.4.11. Communication Effectiveness 8.4.12. Change Management Impact 8.4.13. Other Characteristics







I. The Rewards Program – Intermediate Details: Rewards Philosophy and Rewards Strategy

9. The Rewards Program – Intermediate Details: Rewards Philosophy and Rewards Strategy 9.1. Overview of The Rewards Program Revisited 9.2. Rewards Philosophy

9.2.1. Rewards Philosophy Implications For Management Style 9.2.2. Theory X Rewards Philosophy 9.2.3. Theory Y Rewards Philosophy 9.2.4. Other Manifestations of Rewards Philosophy 9.2.5. Foresight Versus Hindsight Rewards Philosophy 9.2.6. Rewards Philosophy Statement 9.2.7. Case Studies & Exercises In Rewards Philosophy

9.3. Rewards Strategy: Revisit, Statement, 9.3.1. Cascade from Rewards Philosophy 9.3.2. Corporate – HR – Rewards Strategy Links 9.3.3. Factors Affecting Rewards Strategy

9.3.3.1. Stage of Development 9.3.3.2. Culture 9.3.3.3. Industry / Sector 9.3.3.4. Economics, Demand and Supply, Competition & Positioning 9.3.3.5. Socio-Demographic 9.3.3.6. Political

9.4. Strategy Options – Overview 9.4.1. Traditional Organizations 9.4.2. Entrepreneurial Organizations

9.5. Strategic Analysis In Rewards 9.5.1. Units of Analysis in Rewards Strategy







9.5.2. Levels of Analysis in Rewards Strategy 9.5.3. Rewards Strategy Time Horizons 9.5.4. PEST Analysis 9.5.5. Scenario Planning 9.5.6. Five Forces Analysis 9.5.7. Market Segmentation 9.5.8. SWOT Analysis 9.5.9. Employee Segmentation 9.5.10. Employee Value Proposition 9.5.11. Differentiated Rewards 9.5.12. Rewards Strategy Statement

9.6. Case Studies & Exercises in Rewards Strategy







J. The Rewards Program – Intermediate Details: Rewards Systems

10. The Rewards Program – Intermediate Details: Rewards Systems 10.1. Definition 10.2. Overview

10.2.1.1. Job Based Reward Systems 10.2.1.2. Person-Based (Skill-based, Knowledge-Based, Competency-based,…)

Reward Systems 10.2.1.3. Performance-Based Reward Systems 10.2.1.4. Hybrid Reward Systems

10.2.2. Job-Based Reward Systems 10.2.2.1. When and Why to Use Job-Based Pay Systems 10.2.2.2. Primary basis for Pricing Jobs in Job-Based Pay Systems 10.2.2.3. Methods, Moments and Madness in Job-Based Pay Systems

10.2.3. Person-Based (Skill-based, Knowledge-Based, Competency-Based …) Reward Systems

10.2.3.1. When and Why to Use Person-Based Pay 10.2.3.2. Systems 10.2.3.3. Primary basis for Pricing in Person-Based Pay Systems 10.2.3.4. Methods, Moments and Madness in Person-Based Pay Systems

10.2.4. Performance-Based Reward Systems 10.2.4.1. When and Why to Use Performance-Based Pay Systems 10.2.4.2. Primary basis for Pricing Jobs in Performance-Based Pay Systems 10.2.4.3. Methods, Moments and Madness in Performance-Based Pay Systems

10.2.5. Case Studies & Exercises in Rewards Systems







K. The Rewards Program – Intermediate Details: Special Note on Performance-Based Rewards Systems & Pay Increases

11. The Rewards Program – Intermediate Details: Special Note on Performance-Based Rewards Systems & Pay Increases 11.1. What Is Performance? Really! 11.2. A Hierarchy of Performance 11.3. When and Why to Use Performance-Based Pay Systems 11.4. Primary basis for Pricing in Performance-Based Pay Systems 11.5. Pure Performance-Based Pay Systems 11.6. Hybrid Pay Systems Emphasizing Performance-Based Pay 11.7. Examples of Performance-Based Pay Systems

11.7.1. Sales Compensation as a Model for Performance-Based Pay 11.7.2. Piece Work in Both Blue Collar and White Collar Environments 11.7.3. Individual Bonus and Incentive Systems 11.7.4. Team Group-Based Bonus and Incentive Systems 11.7.5. Some Organization-Wide Performance-Based Pay Plans

11.7.5.1.1. Profit Sharing 11.7.5.1.2. Gainsharing

11.7.6. Methods, Moments and Madness in Performance-Based Pay Systems 11.7.7. Pay Increase Processes Related to Different Pay Systems

11.7.7.1. Pay Increase in Job-Based Pay Systems 11.7.7.2. Pay Increase in Person / Skill / Knowledge-Based Pay Systems 11.7.7.3. Pay Increase in Performance-Based Pay Systems 11.7.7.4. Pay Increase in Hybrid Pay Systems







L. The Rewards Program – Intermediate Details: Rewards Mix

12. The Rewards Program – Intermediate Details: Rewards Mix 12.1. Rewards Mix (Elements, Components)

12.1.1. Rewards Mix Simplified: 12.1.1.1. Base Versus Variable

12.1.2. Other Definitions of Rewards Mix 12.2. Rewards Mix: A Strategic Approach 12.3. Rewards Mix As Behavior & Performance Drivers

12.3.1. Determinants of What Should be Included in Pay Mix 12.3.2. Pay Mix and Units of Analysis: Some Aspects

12.3.2.1. Compensation 12.3.2.1.1. Fixed Compensation

12.3.2.1.1.1. Base Pay 12.3.2.1.1.2. Basic Pay Versus Base Pay: Nomenclature and Definitions 12.3.2.1.1.3. Allowances: Fixed 12.3.2.1.1.4. Allowances: Special Purpose & Contingent Allowances 12.3.2.1.1.5. Other Cash Elements and Allowances 12.3.2.1.1.6. Guaranteed Cash

12.3.2.1.2. Variable Compensation 12.3.2.1.2.1. Short Term Incentives 12.3.2.1.2.2. Long Term Incentives

12.3.2.1.2.2.1. Cash 12.3.2.1.2.2.2. Equity / Share / Stock Compensation 12.3.2.1.2.2.3. Other

12.3.2.1.2.3. Other Variable Cash







12.3.2.2. Employee Benefits As Valuable Rewards Mix 12.3.2.3. Work Life Balance As Valuable Rewards Mix 12.3.2.4. Development and Career Opportunities As Valuable Rewards

Mix 12.3.2.5. Etc. 12.3.2.6. Developments in Rewards Mix

12.3.2.6.1. Pay Consolidation and Pay Monetization in Ghana: What, Why, Who, For Whom, When, How, So What?

12.3.3. Pay Mix in Different Type of Settings 12.3.3.1.1. By Type of Organization & Strategy 12.3.3.1.2. Traditional Organizations 12.3.3.1.3. Transitional Organizations 12.3.3.1.4. Entrepreneurial Organizations 12.3.3.1.5. By Role Level and Risk 12.3.3.1.6. Pay Mix In Sales Roles By Degree of Persuasion 12.3.3.1.7. Other Kinds of Mix







M. The Rewards Program – Intermediate Details: Rewards (Competitive) Policy Line

13. The Rewards Program – Intermediate Details: Rewards (Competitive) Policy Line 13.1. Meaning of Pay Policy 13.2. Units of Analysis and Comparison In Rewards Policy Line Decisions 13.3. Typical Units of Comparison In Rewards Policy Line Decisions

13.3.1.1. Fixed Compensation Elements 13.3.1.2. Variable Compensation Elements 13.3.1.3. Total Cash Versus Target Total Cash 13.3.1.4. Total Value versus Target Total Value 13.3.1.5. Other Units of Analysis and Comparison Rewards Policy Line Decisions

13.4. Level of Analysis In Rewards Policy Line Decisions – Choosing Comparators 13.4.1. The Game of Apples and Oranges 13.4.2. Cherry Picking Versus Real Comparisons 13.4.3. Scope, Geography, Industry, Level, Etc.

13.5. Rewards Policy Line Broad Alternatives And Rationale For Using Them 13.6. Multiple Policy Lines: Whether, When, Why And How To Use Them 13.7. Match; Lead; Lag; Lead-lag Rewards Policy Line Decisions 13.8. Rewards Surveys and Studies: The Dos And Don’ts Of Benchmarking and ‘Best

Practices’ 13.9. Salary Surveys and Rewards (Competitive) Policy Line

13.9.1. Choosing Surveys 13.9.2. Choosing Comparators 13.9.3. Choosing Variables 13.9.4. Choosing Statistical Measures 13.9.5. Showing How You Compare 13.9.6. Showing Where You Want To Be For Target Employees 13.9.7. Other Policy Line Decisions in Using Surveys 13.9.8. Cases & Exercises in Rewards (Competitive) Policy Line







N. The Rewards Program – Intermediate Details: Rewards Structure

14. Rewards Structure 14.1. Rewards Structure Versus Pay Structure: Is There A Difference? 14.2. Use and Misuse Of The ‘Structure’ in Rewards 14.3. Overview of Goals, Uses, and Nature of Rewards Structure 14.4. Rewards Structure and Employee Behavior 14.5. Rewards Structure Versus Pay System: Which Drives Which? 14.6. Rewards Structure, Pay Structure, Pay Ladders, Pay Spines as Hierarchies of The

Value of Jobs and Work 14.7. Methods for Determining The Value of Jobs and Work

14.7.1.1. Traditional Job Evaluation – Overview 14.7.1.1.1. Types of Job Evaluation 14.7.1.1.2. Compensable Factors 14.7.1.1.3. Distinctions: Position, Job, Job Class, Job Class Series, Job Family 14.7.1.1.4. Job Analysis: Scope, Focus, Processes, Data Collection 14.7.1.1.5. Job Descriptions: Dimensions and Elements 14.7.1.1.6. Using Job Evaluation Systems & Instruments 14.7.1.1.7. Comparisons – Job Hierarchies 14.7.1.1.8. Job Grades / Bands 14.7.1.1.9. Constructing the Pay Structure 14.7.1.1.10. Key Data Elements of Pay Structure

14.7.1.1.10.1. Pay Range: Minimum, Maximum, 14.7.1.1.10.2. Range Spread: Significance And Uses 14.7.1.1.10.3. Range Penetration 14.7.1.1.10.4. Pay To Max: A New Measure 14.7.1.1.10.5. Mid Point: Significance And Uses 14.7.1.1.10.6. Mid Point Progression: : Significance And Uses







14.7.1.1.10.7. Compa-ratio: : Significance And Uses 14.7.1.1.10.8. Other Element of Pay Structure

14.7.1.2. Market-Referenced Job Pricing (Market Pricing) – Overview 14.7.1.2.1. Before You Look at Surveys: Decisions, Decisions, Decision

14.7.1.2.1.1. Job Families to Cover in Market Pricing 14.7.1.2.1.2. Selecting Benchmark Jobs for Market Pricing 14.7.1.2.1.3. Verifying Job Descriptions for Market Pricing

14.7.1.2.2. Market Surveys Sources and Challenges 14.7.1.2.2.1. Sources of Surveys 14.7.1.2.2.2. Number of Survey Sources required for Reliability 14.7.1.2.2.3. Survey Quality Indicators

14.7.1.2.3. Matching Your Jobs to Those in the Survey 14.7.1.2.3.1. Content, Level and Scope Dimensions 14.7.1.2.3.2. Data Dimensions

14.7.1.2.3.2.1. Number of companies reporting 14.7.1.2.3.2.2. Number of Survey Jobs per Benchmark Job 14.7.1.2.3.2.3. Data Elements / Variables In Use 14.7.1.2.3.2.4. Quality of Data 14.7.1.2.3.2.5. Data Cuts (Industry, Scope, etc.)

14.7.1.2.3.3. Adjusting The Data: Techniques For Fine-Tuning 14.7.1.2.3.3.1. Aging the Data 14.7.1.2.3.3.2. Geographic Adjustments 14.7.1.2.3.3.3. Adjusting for Composite (Multiple survey sources)

14.7.1.2.3.3.3.1. Average Versus Weighted Average 14.7.1.2.4. Market Pricing in a World without regular, reliable, third-party

surveys: 14.7.1.2.4.1. The Pros And Cons Of Calling Around 14.7.1.2.4.2. The Pros And Cons Of Using “Club Data”







14.7.1.2.4.3. Data Elements available 14.7.1.2.4.4. Pros and Cons of Data Available 14.7.1.2.4.5. Consulting Firms And Providers of Market Surveys

14.7.2. Pay Structure Issues

14.7.2.1. Single Spine Versus Multiple Spine in Pay Structure 14.7.2.2. Organization Culture and Fit / Misfit of Pay Structure 14.7.2.3. Restriction of Range 14.7.2.4. Pay Compression 14.7.2.5. Managing the Basis for Progression through The Range 14.7.2.6. Overemphasis on Base Pay 14.7.2.7. Managing / Mismanaging Control Points 14.7.2.8. Other Issues

14.7.3. The Limits of Pay Structure Versus Total Rewards Structure: Frontiers Of Practice

14.7.4. Cases & Exercises in Rewards Structure 14.7.4.1. A Tower of Babel Creates Rocky Marriage to The Single Spine Pay Policy

In Ghana 14.7.4.2. Other Cases And Exercises







O. The Rewards Program – Intermediate Details: Rewards Structure, Salary Surveys, Rewards Studies Etc.

15. The Rewards Program – Intermediate Details: Rewards Structure, Salary Surveys, And Rewards Studies 15.1. Range of Salary Surveys, Rewards Studies, Etc.

15.1.1. Salary Surveys: A Survey of Surveys 15.1.1.1. Salary Budget Surveys 15.1.1.2. Industry Surveys 15.1.1.3. Occupational Surveys 15.1.1.4. General Industry Surveys 15.1.1.5. Regional / Geographical Surveys 15.1.1.6. Geographical Differentials Surveys 15.1.1.7. Other Surveys

15.1.2. Rewards Studies 15.1.2.1. Why Rewards Studies 15.1.2.2. Providers of Rewards Studies 15.1.2.3. Scope of Rewards Studies 15.1.2.4. Cases And Examples of Rewards Studies

15.2. Participating In Salary Surveys (Versus Simply Using Off-The- Shelf Surveys)

15.2.1. A Common Problem: Reservations About Sharing Sensitive Salary Information 15.2.2. Effect Of Reservations About Sharing Sensitive Salary Information 15.2.3. A Common Solution: Third Party Surveys by Reputable Survey Service Providers 15.2.4. Why Participate In Salary Surveys 15.2.5. Pre-requisites for Participation: Internal Resources 15.2.6. Rules of Participation: Confidentiality, Plus More 15.2.7. Purpose and Timing of Salary Surveys 15.2.8. Selecting Your Salary Surveys

15.2.8.1. Is One Survey Enough? 15.2.8.2. A Strategic Portfolio Approach To Salary Surveys







15.2.9. Getting Your Data Ready 15.2.9.1. Job Documentation: Job Descriptions 15.2.9.2. Benchmark Jobs: Meaning And Significance 15.2.9.3. Matching Jobs To Market Benchmark Jobs; Major Activity

15.2.10. Completing Questionnaires: Salary and Other Rewards Data 15.2.11. Completing Questionnaires: Rewards Practices 15.2.12. Submitting Questionnaires 15.2.13. Answering Follow-Up Questions 15.2.14. What Happens Behind The Scenes: Compiling, Analyzing, Developing

Salary Survey Reports and Access to Databases 15.2.15. Acquiring / Purchasing Survey Results When You Participated

15.2.15.1. Sponsored Surveys: 15.2.15.2. Non-Sponsored Surveys 15.2.15.3. Hard Copy Survey Reports 15.2.15.4. Soft-Copy Survey Reports 15.2.15.5. Access To Survey Databases

15.2.16. Using Survey Data: Selected Decisions and Activities 15.2.16.1.1.1. Deciding What You Want And Why: Begin With The End In

Mind 15.2.16.2. Selecting Scope, Slices, Or Cuts of Data In Salary Surveys 15.2.16.3. Selecting Comparators 15.2.16.4. Choosing Data Variables (Units of Analysis and Comparison) 15.2.16.5. Understanding Measures of Dispersion and Central Tendency

15.2.16.5.1. The Median Versus The Mean 15.2.16.6. Using Quartiles and Percentiles 15.2.16.7. Determining Salary Movements in the Market 15.2.16.8. Other Analytical Considerations 15.2.16.9. Developing Internal Reports And Proposals For Change To Management







15.2.16.9.1. Outline of Internal Reports And Proposals For Change 15.2.16.9.2. Links to Organization’s Vision, Mission, Strategy 15.2.16.9.3. Where We Stand 15.2.16.9.4. Incorporating Other Rewards Studies In Decision-Making 15.2.16.9.5. What We Need To Change And Why: Making The Business Case

For Change 15.2.16.9.6. Costing The Alternative Positions in the light of Market Movements 15.2.16.9.7. Pro-Forma Implementation Plans 15.2.16.9.8. Projecting Desired Outcomes To Be Monitored: A Much

Under-served Task 15.2.16.9.9. Managing Presentations To Management 15.2.16.9.10. Managing Presentations To Boards 15.2.16.9.11. Developing Implementation Plans 15.2.16.9.12. Resource Requirements Within The Compensation And Rewards

Function of Human Resource Departments







P. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration

16. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration 16.1. Required Resources for The Implementation Of The Rewards Program

16.1.1. Budgets: Capital and Operating Budgets For The Implementation Of The Rewards Program

16.1.2. Organizational Unit & Organization Structure For Rewards Management 16.1.3. Technical Staff For Rewards Management 16.1.4. Technology Systems / Platforms 16.1.5. Specialized Software & Licenses Beyond Typical ERP 16.1.6. Surveys, Studies, Subscriptions, and Sources of Data 16.1.7. Professional Associations: Membership, Resources, Activities 16.1.8. Professional Development: Conferences, Seminars & Workshops 16.1.9. Consultancy Support Projects 16.1.10. Outsourced Rewards Implementation Operations

16.2. Alliances & Partnerships For The Implementation Of The Rewards Program 16.2.1. Internal Alliances & Partnerships: 16.2.2. External Alliances & Partnerships – Outsourced Services 16.2.3. Unions & Staff Associations And Their Roles in The Implementation Of The Rewards

Program 16.3. Additional Tools For Rewards Program Implementation:

16.3.1. Policy and Procedures Documentation 16.3.2. User Manuals For Supervisors 16.3.3. Employee Manuals 16.3.4. Orientation, Learning & Development (Training Programs) Programs 16.3.5. Rewards Communications (Details Elsewhere In This Outline

16.4. Using Testing & Quizzes To Reinforce Mastery & Currency of Knowledge Of Rewards Programs, Policy & Procedures

16.5. A Special Note on Emerging Technology For The Implementation Of The Rewards Program

16.6. A Special Note on Rewards Surveys, Studies, Subscriptions, and Other Sources of Data







Q. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration – Focus on Rewards Communications

17. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration – Focus on Rewards Communications 17.1. Importance of Rewards Communications 17.2. The Complex Environment Of Rewards Communications: Opportunities, Issues,

Technology, Social / Demographic, Cultural, Etc. 17.3. A Total Rewards Approach To Rewards Communications 17.4. The Strategic Communications Process – Overview 17.5. Annual Calendar in The Implementation Of The Rewards Program 17.6. Special Events in The Implementation Of The Rewards Program 17.7. Cases & Exercises in Rewards Communication







R. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration With Focus on Outsourcing

18. The Rewards Program – Intermediate Details: Rewards Program Implementation / Administration With Focus on Outsourcing

18.1.1.1. Rationale For Outsourcing Some Rewards Programs 18.1.1.2. Types of Rewards Programs Typically Outsourced 18.1.1.3. Some Selected Issues To Consider Before Outsourcing:

18.1.1.3.1. Data Security and Confidentiality 18.1.1.3.2. Disaster Management & Service Continuity 18.1.1.3.3. Resources of Vendors 18.1.1.3.4. Other Issues

18.1.1.4. Vendors of Outsourced Rewards Solutions 18.1.1.5. Deciding What To Outsource 18.1.1.6. Vendor Vetting: Requests For Proposals 18.1.1.7. Vendor Vetting: Reviewing Proposals From Vendors 18.1.1.8. Vendor Selection and Contracting 18.1.1.9. Vendor Relationship Management 18.1.1.10. Monitoring Performance of Vendors of Outsourced Rewards Solutions 18.1.1.11. Closing Vendor Relationships And Making Transition Arrangements







S. Employee Benefits Program Management

19. Employee Benefits Program Management 19.1. A Total Rewards Approach To Employee Benefits

19.1.1. Component Elements of Employee Benefits 19.1.2. A Problem With Employee Benefits: Under Estimated, Under Communicated,

Under Appreciated, Under Valued 19.1.3. The Cost Of Employee Benefits Programs: Total Cost, Relative Cost, Other Costs 19.1.4. The Value of Employee Benefits 19.1.5. Matching Employer and Employee Perspectives

19.2. Issues And Developments in Employee Benefits Programs 19.2.1. Rising Costs: Healthcare, Insurance, Etc. 19.2.2. Demographic & Psychographic Changes 19.2.3. Employee Choices, Preferences, Utilization, And Abuse Issues 19.2.4. Communication Issues And Developments: Electronic Communications 19.2.5. Management Issues 19.2.6. Other Issues And Developments

19.3. Managing Mandated Employee Benefits 19.4. Managing Optional Employee Benefits 19.5. Managing Open Enrolment Programs & Processes 19.6. Managing Terminal Benefits 19.7. Monitoring Impact Of Employee Benefits 19.8. Case Studies / Exercises in Employee Benefits Management







T. Work-Life Balance Program Management

20. Work-Life Balance Program Management 20.1. A Total Rewards Approach To Work Life Balance Programs

20.1.1. Emerging Game-Changer in Competitive Positioning 20.1.2. Value and Alignment With Employees

20.2. Elements of Work Life Balance Programs 20.2.1. Workplace flexibility 20.2.2. Paid and unpaid time off 20.2.3. Health and well-being 20.2.4. Caring for dependents 20.2.5. Financial support 20.2.6. Community involvement 20.2.7. Management involvement/culture change interventions

20.3. Emerging Issues And Solutions in Work-Life Balance Management 20.4. Managing Work Life Balance Programs

20.4.1. Customization of Programs 20.4.2. Current Trends







U. Performance and Recognition Program Management

21. Performance and Recognition Program Management 21.1. Managing Performance Management

21.1.1. A Total Rewards Approach To Performance And Recognition Programs

21.1.2. Elements of Performance and Recognition Programs 21.1.3. CENTRAL QUESTION: Why Do Public and Private Sector Organizations Fail To

Perform, and What can We Do to Fix the Problem For Good? 21.1.4. Re-Defining Performance – A New Lens for Looking at Organizations and The

People Who Work in Them 21.1.5. Goals of Performance and Recognition Programs 21.1.6. Performance and Recognition Policy and Planning 21.1.7. Performance Management

21.1.7.1. Diagnosis of Performance Issues and Dimensions 21.1.7.1.1. The “Garbage Can” Approach To Diagnosis 21.1.7.1.2. A Systems Approach To Diagnosis 21.1.7.1.3. A Structured Hierarchy of Performance Approach To Diagnosis

21.1.7.1.3.1. Level of Analysis in Performance Management 21.1.7.1.3.2. Unit of Analysis in Performance Management

21.1.7.2. Design of Performance Management Programs 21.1.7.3. Development of Performance Management Programs 21.1.7.4. Delivery / Deployment / Implementation of Performance Management 21.1.7.5. Data Management / Evaluation of Performance Management 21.1.7.6. Emerging Issues in Performance Management

21.2. Recognition Programs







MINI-SEMINAR High Performance Organizations: Critical Must Haves

22. High-Performance Organizations: Achieving High Performance Through Leading-Edge Strategy And Tools In Compensation & Total Rewards Management: Critical 'Must Haves’ [A MINI SEMINAR] 22.1. What Is High Performance, and What Is The Importance of Compensation &

Total Rewards Strategy to That End?

22.2. High Performance and Why Compensation & Total Rewards Programs Fail:

ABCD ‘Factors’- Examples Of Fatally-Flawed Gambles, Histrionics…. And …Idiocy…, In

The Pursuit Of (Distributive, Procedural, And Other…) ‘Justice’

22.3. Compensation & Total Rewards Strategy, Levels Of Analysis, And The Hierarchy

Of Performance

22.4. The Problem With Attraction, Retention, Motivation, And Skill Development As

Goals, OR Serious Limitations With The Tentative, Tenuous, Troublesome, And Tired

A-R-M-S Race

22.5. Distinction Between ‘Elemental’ Versus Strategic Approach To Compensation &

Total Rewards Management for High-Performance

22.6. ‘The’ Must Haves: Eight (8) Essentials For High-Performance Total Rewards

Strategy As Evidenced Globally

22.7. High-Performance Total Rewards Strategy: Putting It All Together

22.8. Obtaining Buy-In For High-Performance Total Rewards Strategy

22.9. Implementation of High-Performance Total Rewards Strategy For Success: Some

Considerations

22.10. Did Our Strategy Make An Impact? Leveraging Improved Measurement And

Metrics Beyond The ‘Old School’, A-R-M-S Waving, And Other Tiresome Approaches







V. Special Rewards Programs – Overview

23. Special Rewards Programs – Overview 23.1. A Total Rewards Approach To Special Rewards Programs 23.2. Executive Compensation and Rewards – An Overview 23.3. Equity / Share Compensation and Rewards – An Overview 23.4. Sales Compensation And Rewards – An Overview 23.5. Development and Career Opportunities / Career Paths, Planning And Succession

– An Overview 23.5.1. Understanding Relational Rewards







W. Rewards Analytics: Measurement, Metrics, and Markets

24. Rewards Analytics: Measurement, Metrics, and Markets 24.1. Importance Of Rewards Analytics: Measurement, Metrics, and Markets 24.2. Strategic Level Measures, Metrics, And Markets

24.2.1. Metrics Of Interest By Stakeholder Type 24.2.2. Total Rewards Measurement, Metrics, and Markets 24.2.3. Employee Segmentation Measurement, Metrics, and Markets 24.2.4. Differentiated Rewards Measurement, Metrics, and Markets 24.2.5. Employee Value Proposition Measurement, Metrics, and Markets 24.2.6. Performance Measurement, Metrics, And Markets 24.2.7. Other Strategic Level Measurement, Metrics, and Markets

24.3. Operational Level Measures 24.3.1. Reward System Check: Are We Really A Performance-Based Organization? 24.3.2. Reward Mix Measures, Metrics, And Markets 24.3.3. Reward (Competitive) Policy Line Measures, Metrics, And Markets 24.3.4. Fixed Compensation Measurement, Metrics, and Markets

24.3.4.1. Elements of Fixed Compensation 24.3.4.2. Job Evaluation Programs (Details in Other Documentation) 24.3.4.3. Market Surveys, Studies, and Statistics

24.3.4.3.1. Job Descriptions & Profiles for Market Comparisons: Focus on Benchmark Jobs

24.3.4.3.2. Key Surveys, Studies, and Data Sources: Selection and Targeting 24.3.4.3.3. Selecting Comparators:

24.3.4.3.3.1. Using Scope Data 24.3.4.3.3.2. Other Measures

24.3.4.3.4. Matching Benchmark Jobs to Jobs In Key Surveys 24.3.4.3.5. Market Data Analysis







24.3.4.3.6. Pay Structure Construction Considerations Aligned To Strategy 24.3.4.3.7. Decision-Making And Adjustments Relative to Data from Market

Surveys, Studies, and Statistics 24.3.4.3.7.1. Dating and Aging Data 24.3.4.3.7.2. Factoring-In Economic Data

24.3.4.3.8. Financial Impact Determination of Alternative Responses to Market Data

24.3.4.4. Other Base Pay Programs 24.3.4.4.1. Relative Ratios of Fixed Pay Elements

24.3.5. Variable Pay Measurement, Metrics, and Markets 24.3.5.1. Units of Analysis in Variable Pay Measurement, Metrics, And

Measurement 24.3.5.2. Ratio of Variable pay To Other Rewards 24.3.5.3. Business Strategy and KPIs 24.3.5.4. Cascade of KPIs 24.3.5.5. Short Term Incentives Measurement, Metrics, and Markets 24.3.5.6. Long Term Incentive Measurement, Metrics, and Markets

24.4. Employee Benefits Measurement, Metrics, and Markets 24.5. Work Life Balance Measurement, Metrics, and Markets 24.6. Performance And Recognition Measurement, Metrics, and Markets 24.7. Development and Career Opportunities Measurement, Metrics, and

Markets 24.8. Other Measurement, Metrics, and Markets







X. Special Developments, Issues, and Topics

25. Special Developments, Issues, and Topics in Compensation and Total Rewards 25.1. Say On Pay Legislation and Trends 25.2. Pay For Performance Focus of Executive Compensation 25.3. 2008-2009 Global Financial Crises, Executive Compensation, Governance and

Accountability – Time for Change 25.4. The GCC: The World of Work and Compensation in The Middle East’s Gulf

Cooperation Council (GCC) Countries: Defying Conventional ‘Wisdom’ NOTE: This module is about ‘Special Developments…”. As such information here is fluid and changes with little or no notice.







Y. Appendices, Glossary, And References

26. Appendices, Glossary, And References 26.1. Appendices 26.2. Glossary of Rewards Terminology 26.3. References


Leadership & Management

1 0 1 0 1 torkornoo, e. k. (2014). toc. a manual of compensation & total rewards management.update mode1.5