Remove 2015 Remove Comparison Remove Compensation Remove Performance Management
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Cafe Classic: Compare for Success

Compensation Cafe

Editor's Note: Sometimes providing information in a helpful manner can positively impact performance as well as rewards that "jingle." Comparisons drive behavior. Making the right comparisons can set you up for success. Making the wrong comparisons can drive you towards failure. Each day, the numbers rose.

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New Research on Cutting-Edge Performance Management: What Are We Learning?

Compensation Cafe

Editor's Note: Last summer we posted an announcement from Gerry Ledford (one of our profession's leading scholars) introducing a new academic study focused on leading edge performance management practices and an invitation for any qualified organizations to participate. Do the data indicate that the hype is warranted?

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Cafe Classic: Solving the Dilemma of Pay Progression Over Time

Compensation Cafe

Meanwhile, payroll increases are budgeted relative to that market movement rate, to reflect merit or other competitive trend matches to keep pace with the appropriate peer-comparison market. Yes, this is “math stuff,” but compensation professionals should be on top of such things.

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Cafe Classic: Promotable But Unworthy of the Pay

Compensation Cafe

Relative pay bias dominates the compensation field. The fact that the full standard job value is $120,000 magnifies the shameful impact of the invidious comparison that swiftly concludes that no one earning $65K can be capable of filling a $100K position or doing a $120K job.

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Cafe Classic: Prejudice Perpetuated by Prior Pay Pattern

Compensation Cafe

Plus, they create pressure to make hiring offers above the normal entry rate, closer to the central position value, thus potentially creating pay compression with senior peers and inviting other invidious internal equity comparisons when word gets out. Lazy logic argues: why ask for trouble you can easily avoid?

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Titles and Pay - External Necessity Vs Internal Parity

Compensation Cafe

While organizational chart rank has a strong correlation with compensation, no one particular internal status relationship precisely matches the outside world. . Parallels exist, but survey comparisons are always imprecise. As long as internal compensation exceeds the market-clearing rate, no one will protest.

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If Surveys Were Banned, Cowards Would Cringe

Compensation Cafe

The status quo dependence on comparisons between organizations that are never precisely identical has disturbing elements. By abandoning their duty to supply informed guidance and by deferring to anonymous outside sources, craven managers can dodge any criticisms. Constant reliance on surveys seems to promote. they think.

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