New PDF release: Building a Fair Pay Program

By Roger J. Plachy, Sandra J. Plachy

Because 1986 this definitive, step by step source has guided reimbursement and human assets execs in a single of the main hard initiatives they face: designing and enforcing an efficient pay program.

Now, during this accelerated and up-to-date version, readers study the severe value of linking pay to functionality by way of targeting genuine effects completed. The ebook presents a ready-to-go version to evolve for the actual wishes of person businesses. It indicates how you can: tie the pay software into the organization's strategic plans
-- comprehend and select one of several suggestions available
-- study and review particular jobs
-- speak the plan to staff

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Example text

Degrees of correlation 242 Figure 37. Midpoint of the job grade in points and midpoint of the pay range in dollars 244 Figure 38. Minimum-maximum calculations, given a 50 percent range spread 245 Figure 39. Final pay structure 246 Figure 40. Scatter plot of selected market pay rates 272 Figure 41. Comparing selected market pay rates to organization mean 275 Figure 42. Pay ranges based on market mean line 277 Figure 43. New pay trend line compared to market and organization means 282 Figure 44. Pay ranges for new pay policy 283 Figure 45.

How do you keep them informed about the value of their benefits? Page 19 Strategic Planning for Phase 1 Strategic Planning for Phase 1 On your first quick walk through the project phases, record your initial thoughts on policy issues that will have to be decided. Any notes on tactical issues? On your second time through the phases, consider the strategic influences from all phases; decide on an integrated posture for the entire project. 8) during your third reading. Page 20 Phase 2 Planning and Organizing Your Pay Project Don't start your pay project until you know where you're going and how to get there.

Certainly we are entitled to some job protection. The unfortunate effect is that the people who really need to influence a rational pay programmanagers who supervise employees in the operations of an organizationare not penetrating the artificial security barrier. Far too many specialists are insulated from the real world and continue to force their organizations to tackle modern issues with age-old tactics. What about you who do not have specialists available, who are, perhaps, human resources generalists or operations managers in small organizations with little or no pay management experience, but who still have to come up with a pay program?

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