The Future of Say on Pay By Josh Henke CCP, CECP, and Kevin Kuschel, CCP, Longnecker & Associates.
Say on pay (SOP) will have both positive and negative long-term implications for publicly traded companies in the United States. The United States is not likely to pursue the most stringent SOP provisions of other countries. But the Securities and Exchange Commission, shareholder advisory firms and, ultimately, shareholders will continue to refine the terms and enforce demands to hold U.S. companies accountable for reasonable executive pay structures and levels.
Employer Restrictions on Salary Discussions Among Employees: The Changing Landscape By Kurt Stanberry, J.D., University of Houston Downtown, and Forrest Aven, Ph.D., University of Incarnate
For decades, a majority of employers have assumed that workplace policies restricting employees from discussing salary and benefits among themselves are legal and enforceable. However, multiple decisions by the National Labor Relations Board and various courts make it clear that such policies are not only unenforceable, but are likely to also violate federal labor law. This article reviews those rulings and recommends best practices for drafting and enforcing such confidentiality policies.
Compensation Surveys: The Rosetta Stones of Market Pricing By Robert J. Greene, Ph.D., CCP, CBP, GRP, SPHR, GPHR, CPHRC
Surveys can tell organizations how much and how competitors are paying their employees. But they cannot answer all of the policy questions for an organization or indicate what it should do. Each organization must consider its mission, culture, internal and external realities, and its strategy to determine how much and how it compensates its employees. But without the kind of quality evidence about competitive practice that valid and reliable surveys can provide, practitioners can be left shooting in the dark.
Return on Investment of Worksite-Based Intervention: An Empirical ExaminationBy Sheila Denman, P.T., ATI Physical Therapy and Worksite Solutions and Chris E. Stout, Psy.D, College of Medicine, University of Illinois at Chicago HR professionals need to be aware of ways to manage and reduce health-care costs while improving productivity and output. One company took a data-based approach to understand and respond to costs that were out of hand. It developed a solution that would continue to return dividends on the investment and be supportive of employees.
Public-Sector Pension and Retiree Health-Benefit Funding By John G. Kilgour, Ph.D., California State University, East Bay
This article examines retirement benefit funding sponsored by local and state governments, comparing them to the private sector. There are major efforts underway to reduce such public-sector unfunded obligations by increasing prefunding and reducing benefits. Underfunding for pensions and Other Post-Employment Benefits (OPEB) has been placed at $1.38 trillion for states' governments and $217 billion for local entities. While the public sector will not totally mimic the private sector by eliminating and curtailing retirement benefits, it will move in that direction.