Compensation plays a significant role in an organization's success. A compensation strategy must be designed well to attract and retain talent. As the single largest expense for most companies, it's imperative to develop the right pay structure and appropriate recognition methods. This course is for HR Generalists who need to learn basic compensation principles and their application to the business. During this course, you'll learn about developing a compensation strategy, methods for conducting a job analysis, developing job descriptions, and setting up base and variable pay structures. Compensation is one of those topics you must understand to not only drive the success of your business but also build essential skills for a successful career in HR.
HR Jetpack is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP or SHRM-SCP. This program is valid for 1.0 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit shrmcertification.org.
This activity, has been approved for 1.25 HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
The use of the HRCI seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval.
Title: Designing Variable Pay Programs
Module: Variable Pay
As an HR Generalist, it's important to understand the process for designing a variable pay program so that you can play a leadership role in facilitating the process. The process starts with defining the purpose and objectives of the plan or program. The purpose and objectives should support your organization's mission, values, culture, strategy and objectives and link directly to your people and compensation strategy.
Once the purpose and objectives have been defined, the next step is to determine who will be eligible to participate in the plan or program, and the target award level for those eligible. For example, in an incentive plan, the target incentive for a Director may be 15 percent of base salary versus the target incentive for a Manager, 10 percent of base salary.
Step 3 is to establish the performance criteria, and if applicable, the metrics that will be used for measuring whether the performance criteria was met. We'll discuss different types of metrics in a few minutes.
Step 4 is to determine how awards will be calculated and Step 5 is to determine how awards will be funded. For example, an incentive plan may be self-funded and if so, you'll need to incorporate this in a financial model showing how the incentives are self-funded. Bonus and recognition programs are usually budgeted and you'll need to establish a budget for the program.
The next step is to establish when awards will be given and how they will be processed. For example, an incentive award may be quarterly or annually. Bonuses may be a one-time expense when a task or project is completed. Recognition awards may not be timed, such as on the spot awards, or they may be done monthly or quarterly or annual. Timing also impacts budgeting.
The final step is to implement and communicate the plan or program. Communication is key so be sure to develop a comprehensive communication strategy and plan.
Regardless of the type of program, there are some guiding principles to follow when designing a variable pay program. They are:
First, align the program with the organization's mission, values, and culture and business strategy and objectives and compensation strategy
Involve key employees in the design of the program and gain senior management support
Make sure the performance criteria are easy to understand and achievable
Structure awards to be meaningful for those participating in the program
If using metrics, make sure the data used for determining performance results and calculating awards is reliable and accurate
Celebrate results when achieved
And periodically review the program to ensure it is achieving its purpose and adjust as needed
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Pamela Sande, CCP, is the Managing Principal of Pamela Sande & Associates, LLC. Pamela has over 25 years of human resources experience in both consulting and corporate roles, including as an HR executive and as a specialist in designing total rewards programs that drive organizational performance.
In her current role as Managing Principal, Pamela and...