The struggle with employer-sponsored benefits plans isn't new. Employees want high levels of coverage without high premiums or co-payments. Employers want costs managed without compromising quality of service. One way to meet all of these goals is to self-insure benefits programs and transfer the risk away from a third party to the organization and its employees.
Learn why the stock option record keeping and reporting system is more than just a software program. It involves a complicated and ever-changing set of procedures and controls, demanding a complex data flow between the many internal departments and external organizations. Stock option plan administration serves as a vital link between key employees and a program designed to motivate them to achieve the corporation's long-term goals. Includes templates of many useful forms.
This booklet explains how to design and implement pay structures that support your organization's business strategy while balancing internal equity against external competitiveness. Four areas are covered: an ideal compensation program; anatomy of a pay structure; developing a pay structure; and pitfalls and precautions.
This booklet provides an overview of business principles with an eye toward how HR professionals can justify recommendations to senior management. It offers economic proof that total rewards programs add value to the bottom line. Chapters include financial performance measurements and ratios, as well as a discussion on how to align total rewards with organizational performance.
This booklet covers the following aspects of benefits communication: accomplishing communication objectives; components of communication; the communication plan; and changing benefits technology.
This booklet presents a systematic approach for communicating compensation programs effectively to motivate employees and increase profitability. Six steps are described: defining the objectives; obtaining information; strategy development; selecting media; conducting sessions; and evaluating the program.
When an organization decides to 'go global', one of the first human resources challenges it faces is how to select and compensate the first employee it sends abroad from headquartersi.e., the first expatriate. At this point in its development into a global corporation, an organization will begin to make decisions that affect the future configuration of its expatriate compensation programs, not to mention the success of the entire globalization process. This booklet will help employers answer some key questions such as whether to conduct or purchase a survey of corporate practices, hire a consultant, follow the competition, be creative in designing pay strategies, negotiate with each expatriate candidate or simply pay the second expatriate the way the first one was paid, and so on. Author Calvin Reynolds delivers approaches to developing expatriate pay strategies for the evolving multinational corporation.
North American organizations operating abroad have tried several different compensation approaches for expatriates with varying degrees of success. This booklet describes and compares the most common methods of expatriate compensation: negotiation; localization; the balance sheet; and lump-sum and cafeteria approaches.
This booklet identifies the specific components of typical compensation programs for the benefit of HR generalists, who are not likely to be familiar with the sometimes highly technical language of compensation. Topics include: compensation philosophy, base pay, job evaluation, marketing analysis, salary ranges, legal defensibility, incentive pay, pay for performance, salary surveys, and total compensation.
Just as business objectives and strategies play an important role in shaping corporate-pay postures, so does acquiring timely and accurate compensation data. You need to be aware of the issues to consider and steps to take to effectively evaluate your organization's compensation competitiveness in the external market. One way to do that, when other data is unavailable, is to conduct a custom compensation survey. This book shows how such a survey might be conducted, analyzed and presented successfully.
This booklet provides a framework to improve the linkage of middle-level compensation plans to executive compensation plans. It also will help you achieve the principle of "pay for performance" in middle-level and executive-level jobs. Four areas are covered: defining a total compensation strategy; forming a design team; designing the plan; and selling the plan.
This booklet explains the following aspects of designing an effective sales compensation plan: linking the sales compensation plan to business strategy; establishing the design team; assessing the current plan; designing the new plan; implementing the new plan; and evaluating results.
This booklet shows how to define, design, implement and evaluate an effective goalsharing program. Topics include: how goalsharing compares with other group incentives; how goalsharing works; setting up a goalsharing process; how to set goals; how to communicate goalsharing; why renewal is essential; and how to minimize administration.
Estimating the cost of a compensation program enables us to make informed decisions about merit increase levels as well as when and how frequently increases will be granted. Planning and managing costs are important to striking a strategic balance developing a compensation program that helps our organization achieve its business objectives. This booklet details how to asses the effects these decisions have on total compensation cost and covers: general costing formula; focal-point; anniversary-date merit plans; determining increase percentages; compensation cost impact on benefits; budgeting; and strategic balance.
Statistically derived job-evaluation models can be used to construct a job-worth hierarchy that is easy to administer and cost-effective. This booklet outlines the necessary steps to using these powerful models.
Good job documentation is not simply a preventive measure. It also greatly assists an organization's efforts to achieve efficiency and quality, and it facilitates the creation of an equitable job-worth hierarchy.
This former Building Blocks booklet describes 12 steps of conducting job and work analysis while incorporating workflow analysis techniques. Using helpful examples, questionnaires and great tips on how to write a job description, this booklet can help you translate your organization's strategic plan into specific roles and responsibilities.
This booklet will familiarize readers with the responsibilities and liabilities of plan fiduciaries under the Employee Retirement Income Security Act of 1974 (ERISA). It is a useful primer for each member of the board of directors or any officer of the employer who may be exposed to fiduciary liability under the employer's pension and welfare benefit plans.
A compensation system can be highly effective in influencing organizational behavior and goal attainment. This booklet presents commonly used methods for determining relative job worth while helping your organization accomplish its mission and strategic goals.
This booklet covers the following aspects of merit pay: determining what to reward; documenting performance standards; establishing a merit budget; setting merit pay policy; managing a merit pay plan; evaluating a merit pay plan.
Employers often dont communicate how an individuals performance and contributions have an impact on the overall organizational success. This often results not only in unproductive and unsatisfied employees, but also in organizations falling short of attaining success.
This booklet shows how to develop a performance management system that goes beyond traditional objectives (i.e., documenting job responsibilities, defining expectations, and providing opportunities for supervisors and employees to communicate) to align individual performance with an organization's mission, vision and objectives. It ensures that employees understand how their behaviors effect the attainment of organizational success.
Using too much "artistic license" with market-pricing data analyses can leave the results open to challenge. Discover a practical way to compile data and help achieve external competitiveness for your organization with the six steps described in this booklet.
This booklet provides practitioners and line managers with a framework and process to use in designing effective recognition programs. Topics include: the role of employee recognition in overall reward strategy; aligning employee recognition with business strategy; designing an effective approach to recognition; administering recognition programs; resolving problems; and maintaining the impact of employee recognition.
The pace of merger-and-acquisition activity continues in today's global environment, with common causes of failure coming from unclear leadership, culture clashes and poor integration. To seamlessly conduct merger and/or acquisition transitions, total rewards professionals must be familiar with their role, particularly the due diligence process.
This How-To book explains the way to proceed through the due diligence and how to act as an internal consultant to senior management. A discussion of legislated risk factors provides invaluable insights into common merger and aquisition considerations, and in-depth checklists shed light on the right questions to ask to stave off potential integration issues.
The U.S. Chamber of Commerce has reported that pay for time-not-worked benefits are the most expensive benefits any employer faces. Many companies ask: How does one control benefit costs and have an attractive package for recruiting and retaining star employees? This booklet offers an overview of two contemporary approaches that have been found to help companies control and manage pay for time-not-worked benefits, paid time off banks and the no-fault absentee control system.
This booklet focuses on how to design incentives for employees in work groups who are accountable for doing the business of their organizations on a daily basis. The step-by-step approach provides insight into the decisions required while developing group incentive programs and outlines eight key steps.
This booklet reviews the fundamental uses of measurement: aligning the interests, needs and efforts of various constituencies within an organization; helping these constituencies adapt to shifting needs and priorities; and providing an index of how well individuals, employee groups and the organization as a whole is doing in relation to set standards or goals.
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