Modify your performance appraisal process to recognize the customer facing role; attitude is just as critical here as know-how and experience. Offer upward opportunities for higher performing employees. 1) Ensure that these positions are regularly surveyed for competitive pay practices, and then 2) Create a report segmenting the actual pay of your customer-facing employees to determine the average compa-ratio and spotlight the presence of low paid workers. MORE

As companies increasingly break free from the perceived tyranny of traditional yearly employee performance ratings, one of the biggest challenges is figuring how to pay people for their accomplishments. This is the third in a series of blogs on performance management trends and challenges. In my previous blog I wrote about the fallacy that companies are eliminating employee performance ratings. You still have to differentiate your top performers. MORE

As one example: a Visier Insights report that analyzed an aggregated database of over 160,000 US-based employees of over 30 large US enterprises found that an underrepresentation of women in manager positions — in particular during the key childcare years — directly drives the overall gender wage gap. If a company pays women and men the same for equal work, but then underrepresents women in the better-compensated manager roles, has that company achieved gender equity? MORE

Here with some Classic points on this important aspect of pay management is Jim Brennan. Reasonable , here, is defined as the approximate average number of years that the normal performer or median incumbent spends in that particular job. That permits super performers to reach their MRP faster than the norm while consistently deficient workers will lag until they are reassigned to more suitable work or separated. MORE

In fact, how you compensate a team member should reflect their performance and will often change throughout their journey with your organization. It’s easy to think that the best and fairest way to approach direct compensation is to look at the employee’s current performance. MORE

As one example: a Visier Insights report that analyzed an aggregated database of over 160,000 US-based employees of over 30 large US enterprises found that an underrepresentation of women in manager positions — in particular during the key childcare years — directly drives the overall gender wage gap. If a company pays women and men the same for equal work, but then underrepresents women in the better-compensated manager roles, has that company achieved gender equity? MORE

Granting the same percentage of a common midpoint or MRP for the same performance is eminently fair. If two peers holding equally valued jobs perform at the exact same performance level for a specific evaluation period, it seems right for them to get the same merit-related cash reward. MORE

Granting the same percentage of a common midpoint or MRP for the same performance is eminently fair. If two peers holding equally valued jobs perform at the exact same performance level for a specific evaluation period, it seems right for them to get the same merit-related cash reward. Makes no sense to say that superior performance is worth more money to a well-paid incumbent than to a lower-paid peer, when logic would argue the opposite. MORE

Problem is, if there are so many managers and employees that need you urgently -- or programs with ugly loopholes -- it's a safe bet that things aren't really in order. . Create an overall, combined compa-ratio for your jobs and decide if you like what you see. Break down your compa-ratio audit by job family and analyze where actual pay is vs. the market rates for the jobs. Base Salaries Incentives/Bonuses Pay for Performance Performance Management MORE

We bring you this Classic primer on some eternal salary management questions, via Jim Brennan. . You don't want folks stuck at the entry compa-ratio forever! Editor's Note: Confused by the different figures coming out of salary budget surveys every year? MORE

This list of HR Key Performance Indicators (KPIs) and metrics contains certainly enough to help you fuel your HR dashboard for the next few months if not longer. Performance #8. Supervision rate: the number of employees that a manager has to supervise. It provides an idea of the breadth of responsibility of a manager. #3 Number of Days to Fill Key Positions: the time lapse between the departure of a manager and the arrival of a replacement. MORE

New employee onboarding is the process of getting new hires adjusted to the social and performance aspects of their new jobs quickly and smoothly. In Fortune 500 companies, it has been estimated that 500,000 new managers transition into new roles or companies each year. Managers begin new jobs every 2 to 4 years on average. Managing people in today’s working environment requires agility, accuracy and visibility. Compas ATS. Paycor Perform. MORE

For example: if you increase your grade midpoints 3% every year while the average employee gets a 4% pay increase, the average worker's Compa-Ratio will only improve one percent per year. If your grade range midpoints are realistic, a normal good performer will languish, earning far below the current typical competitive wage or salary for an unreasonable length of time. Base Salaries Compensation Communication Compensation Philosophy Performance Management Total Rewards MORE

For instance, I had a client who was the founding HR manager of a new food processing business. Examples include survey results, skill sets, LOS in current jobs, compa-ratios and more that will provide insights into how ready employees (and HR) will be to evolve to achieve your goal. Margaret O'Hanlon, CCP brings deep expertise to discussions on employee pay, performance management, career development and communications at the Café. MORE

An applicant tracking system (ATS) manages the recruiting process by collecting and organizing applicant information. ATSs can be implemented either as a standalone solution or as part of an integrated HR management suite. Manage candidates within a custom workflow. Enable communication between the hiring manager and candidate. ADP Workforce Now is a human capital management solution for companies with more than 50 employees. Compas for Staffing. MORE

Revisiting the Manager Divide. In our Visier Insights: Gender Equity report, we uncovered the Manager Divide: a growing underrepresentation of women compared to men in manager positions from age 32 onwards, which is also the age at which the gender wage gap begins to widen. This directly drives the gender wage gap as managers earn on average two times the salary of non-managers. In examining the Manager Divide, we found a strong correlation to motherhood. MORE

New employee onboarding is the process of getting new hires adjusted to the social and performance aspects of their new jobs quickly and smoothly. In Fortune 500 companies, it has been estimated that 500,000 new managers transition into new roles or companies each year. Managers begin new jobs every 2 to 4 years on average. Managing people in today’s working environment requires agility, accuracy and visibility. Compas ATS. Paycor Perform. MORE