Salary Budgets for 2010
A quarterly publication from HRN Management Group
Salary budgets for 2010 are projected at 2.8% to 3.0% (all industries) according to the 2009-2010 World at Work Salary Budget Survey. Data from this survey was collected from 2,743 U.S. organizations. Similar conclusions were reached from The Institute of Management and Administration (IOMA) Report and William M. Mercer’s 2009/2010 U.S. Compensation Planning Report with over 1100 organizations contributing data.
2009 has not been a typical year for salary increases or budgets. Due to the economic changes which have occurred salary budgets ranged 0.2 % to 1.4% lower than those originally predicted (depending on industry). Overall 2009 average salary budgets dropped to 3.2% from the 3.8% predicted last fall.
In a July 15th hearing, the Equal Employment Opportunity Commission (EEOC) examined recent developments under the Age Discrimination in Employment Act (ADEA). It was noted that economic conditions and significant layoffs around the country have definitely driven an increase in the number of age discrimination charges. Illegal age-related, conscious or unconscious stereotypes have likely been a big contributor to the problem. Therefore older workers may be disproportionately selected for layoffs and those who do lose their jobs may have more trouble finding new jobs than their younger counterparts.
Frequent stereotypes about older workers include that they are: inflexible, hard to train, costly, unable to accept change, lacking in energy, and are less competent. Further, many may believe that job performance decreases as a worker ages and it’s not worth it to spend money training older employees as they won’t be around long. All of these stereotypes can readily impact layoff decisions.
Several experts who testified at the hearing encouraged the EEOC to develop various new enforcement and policy solutions to combat age discrimination. They included: regulations surrounding the “reasonable factor other than age defense,” guidance regarding the relevance and weight of ageist comments, and tools to clarify recent Supreme Court cases. (e.g., Kentucky RetirementSystems v. EEOC).
As the pace of change intensifies—in markets, in employment relationships, in finance, and across the globe—it’s more important than ever for HR to gain a seat at the table where strategies are set and decisions made. A recent white paper from the president of OnPoint Consulting discusses the tactics that are the most likely to help all leaders become more influential.
OnPoint’s Rick Lepsinger says that as pressure increases on organizations to do more with less, it’s crucial for HR influencers to build consensus among other officers and gain the support of many people with competing priorities or conflicting goals. Lepsinger’s research has identified 11 ‘proactive influence tactics’ used by the most effective leaders, but 4 of them align best with gaining commitment. So you can imagine using them when you need to get a budget increase, persuade managers to outsource some of the less strategic HR functions, or get approval for an upgraded talent management process. The four tactics are rational persuasion, inspirational appeals, consultation, and collaboration. (more…)