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February 12, 2010

HR Fact Friday: U.S. Salary Increase Budgets Hit 25-Year Low

Filed under: Compensation, Salaries & Pay — Tags: , , , — Paul @ 6:00 am

U.S. companies’ budgets for salary increases in 2010 fell to their lowest level in more than two decades, The Conference Board reported Tuesday, February 9.

The 2010 median forecast of salary budgets for increases is 2.8 percent for all employee groups, the lowest level in the 25-year history of The Conference Board’s annual survey on salary-increase budgets.

In addition, changes to salary structures (changes to minimum, midpoints and maximums of pay scales) to account for changes in cost of living and other factors aren’t expected to top 2 percent, according to the survey. That’s below The Conference Board’s forecast of a 2.6 percent inflation rate.

In the statement released with highlights of the research, “Salary Increase Budgets for 2010—Winter Update,” Linda Barrington, the organization’s managing director for human capital, said: “U.S. workers will continue to face downward pressure on their salaries and wages. Without the purse strings loosening on financial rewards, employers are going to have to rely on other ways of engaging employees, especially top performers, in order to keep their companies competitive.”

The survey included 285 U.S. organizations.

Source: Workforce.com

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January 29, 2010

HR Fact Friday: Changes Loom for HR Structure, Pay Practices

Source: HR.BLR.com, 1/14/2010

Compensation laws are changing, and the changes will likely mean you’ll do things differently. The recent Ledbetter decision may have you scrambling to document pay decisions better and keep the records longer (or indefinitely). What you may not know is that these decisions could have an impact on your overall human resources function.

Stephanie Thomas, director of the Equal Employment Advisory and Litigation Support Division for Minimax Consulting LLC (www.minimaxconsulting.com), wants to help you ward off problems you may not have even thought about. She is concerned with two little words in the Lilly Ledbetter Fair Pay Act, the (January 2009) legislation that discusses unlawful employment practices and how they impact compensation. The Act essentially says it is unlawful to make compensation decisions based on discriminatory decisions or other practices. What, exactly, are those other practices?

(more…)

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November 24, 2009

DOL Ramping Up for a Busy 2010

Filed under: Compensation, General HR Buzz, Legal Issues, Salaries & Pay — Mike @ 9:11 am

U.S. Secretary of Labor Hilda Solis recently announced the hiring of an additional 250 wage and hour investigators, as well as plans for a new public awareness campaign on worker rights, expected to launch in 2010.

The hiring effort at the Wage and Hour Division (WHD) represents a staff increase of more than 30%, a move that will likely improve DOL’s top priority of protecting worker rights by allowing faster response to complaints of wage violations and more deliberate enforcement.  Solis’ message is clear: “Failure to comply with these basic labor standards means that workers are not receiving the money they have earned,” and the department “will not rest until the law is followed by every employer, and each worker is treated and compensated fairly.”

Historically, the WHD has announced impressive recovery efforts, claiming that more than $185 million in back wages were restored to workers in the 2008 fiscal year.

Solis also unveiled details of “We Can Help”, a program slated for early 2010 through which the department will work to inform workers of their labor rights.

Of course the best defense against run-ins with the Wage and Hour Division is to establish and follow legal, documented policies regarding payment of wages.  HRN’s HR Suite is an online human resource compliance solution that addresses wage and hour compliance and many other critical areas of human resource management.

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November 23, 2009

Tips for Retaining Top Performers in 2010

A recent survey by Robert Half found that 43 percent of chief information officers said retaining existing workers will be their top priority in 2010.

Dave Willmer, executive director of Robert Half Technology, says “Employers need to focus on preventing burnout and keeping their best people engaged at work. This may be a challenge, given that staffing cuts and the reduction or elimination of benefits have left many employees feeling overworked and undervalued.”

Although developed with IT employees in mind, these tips are applicable across all employee segments.

  1. Re-recruit your best workers. Talk with employees about what might enhance their job satisfaction and remind them of the unique benefits provided by your company. Emphasize what your firm has to offer, whether it’s a great corporate culture, solid financial standing, or strong industry reputation.
  2. Invest in professional development. One in five (21 percent) CIOs polled for the Robert Half survey said they plan to offer more training and professional development for their staff in 2010. Online learning opportunities, mentoring programs and tuition reimbursement are all good options.
  3. Provide opportunities for career advancement. Structure positions so employees can grow their careers without leaving your firm. Offer promotions to workers who have demonstrated they can succeed at the next level.
  4. Recognize excellence. It seems obvious, but a simple “thank you” and public acknowledgement of your staff’s contributions will strengthen their loyalty.
  5. Communicate regularly with staff. Maintain an open-door policy year-round. Workers want to hear about company news, in good times and bad.
  6. Provide project support. Employees who have lost coworkers to layoffs are, in many cases, now doubling down. If hiring is not an option, consider bringing in project professionals to help alleviate workloads.
  7. Encourage more team-building activities. No doubt, many companies have cut back on employee perks, but an occasional group activity, such as a trip to the movies or an offsite lunch, can make them feel more appreciated.
  8. Consider compensation. While not all firms can offer employees increased salaries, there may be potential for spot bonuses at the end of a major project or team accomplishment.
  9. Promote work/life balance. Give staff members the option to follow a flexible schedule or telecommute one day a week. It doesn’t cost anything to implement these changes and workers will appreciate the leeway.
  10. Evaluate workloads. While every project may seem like a priority, there are likely some that can take a backseat to more pressing matters.
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November 20, 2009

HR Fact Friday: HR Receives Biggest Raise Among Middle Management

Filed under: Compensation — Paul @ 6:00 am

A survey by Watson Wyatt Data Services found that among middle management, HR managers are seeing the biggest increase in average salary.

The firm’s Survey Report on Middle Management Compensation for 2009/2010 found that managers in HR are receiving an average salary increase of 3.7 percent, compared with the 3.2-percent raises seen by other positions in middle management. However, managers in the retail management saw the largest increase in average total cash compensation (9.5 percent). The survey included responses from 863 organizations.

Meanwhile, a separate survey reported pay increases among top management. The survey found that top budgeting executives are receiving an average increase in total cash compensation of 13.6 percent, the highest among the positions reported in the firm’s 2009/2010 Survey Report on Top Management Compensation.

(more…)

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November 11, 2009

Which States Had the Highest and Lowest Median Household Income Level in 2008?

Filed under: Salaries & Pay — Jane @ 2:59 pm

If you guessed Maryland ($70,545) and Mississippi ($37,790) you’d be right…

(more…)

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October 30, 2009

HR Fact Friday: Salary Secrets Exposed

Filed under: Compensation — Tags: , — Paul @ 3:27 pm

In down economic times, companies seem to have carte blanche to limit salaries and make low-ball offers. But that shouldn’t be the case.

Below are the top salary secrets your employer doesn’t want you to know. With this information in hand, you’ll be in a better position to get the pay you deserve.

Employers don’t always offer a fair salary.
Some employers think they’re being fair, but they’re not up-to-date with the latest salary information. Others may try to pay less than the market value because they’re financially strapped. That’s why it’s important that you know exactly how much money you should be making. 

You can negotiate your salary in a tight job market.
In a recession, many people would rather take a pay cut than lose their jobs. Raises are hard to come by and new hires may feel they have less negotiating power. But that doesn’t mean it’s impossible to bump up your salary;  it’s just a little more challenging.

According to a recent survey from the Society for Human Resource Management, 80 percent of HR professionals say employers are willing to negotiate salaries. So, if you’re looking for a raise at your current job, come armed with your marketplace worth and make your case. And, if you’ve been offered a job that pays less than you like, don’t be afraid to name your realistic asking price. Keep in mind that, if you got the offer, you’re clearly the best candidate for the job — even in this highly competitive job market.

New hires sometimes earn more than long-term employees.
When there’s a strong job market, organizations need to do whatever they can to attract top candidates. This often means that starting salaries may be higher for newbies than they are for long-term employees. Given the current economic conditions, that’s less the norm these days, but it still happens in certain industries. If you suspect that a new hire with similar responsibilities is making more than you are, use current salary data to approach your manager with the request to bring your salary up to par.

Your performance doesn’t decide your pay.
While your performance is one important factor in the salary equation, your pay is also a reflection of many other factors, including:

The job market — lower pay is more acceptable in tighter job markets.
Location — generally the higher the cost of living, the higher your salary.
Years of service — in many cases, the longer you’ve been with a company, the higher your pay.
Organization size — large organizations tend to pay more than small ones.
Education level — in most cases, the more education you have, the higher your pay. Take a free education test to find out how going back to school can help you earn more.

If you’re a valued employee who isn’t making the money you deserve, you do have options. Know your value and make your case. And know too, that many employers — particularly larger employers — have a little more in the “raise kitty” than they let on. 

Source: Maria Hanson, LiveCareer

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October 23, 2009

HR Fact Friday: HR Poll — Compensation Audit Frequency

Filed under: Compensation, General HR Buzz, Salaries & Pay — Tags: , , , — Paul @ 7:50 am

It’s no secret that here at HRN we practice what we preach regarding best practices in compensation administration and employee performance management.  For example, at HRN we utilize Compease for establishing salary grades and comp levels based on current and accurate market data. We regularly update Compease with new and current compensation data compiled from the most trusted and respected sources.

In my regular review of HR news and information sources I came across a live online survey on hr.blr.com asking this simple question:

How often does your org. audit its compensation plan to ensure fairness and equity in employees pay?

The reason this question stopped me in my tracks was because it is one of the first questions our compensation consultants ask prospective clients when discussing their compensation plan and strategy. So I was quite interested in seeing the results. And what I saw was surprising; especially when you consider that all repsondents are HR professionals who should know better.

Source: hr.blr.com

Source: hr.blr.com

The good news is that 30% do audit their comp plan at least once each year. Hopefully these are all Compease clients because this annual update and review function is included in the solution. But what really did surprise me is that an equal amount; nearly one-third have never audited their compensation plan! Never? The next highest number of respondents at 17% selected the ‘less frequently than 3 years’ option. Now I understand this is an unscientific and uncontrolled online poll but even with a margin of error of 10% it’s still a significant finding.

How can a company remain competitive and justify their bottom line if they have no true understanding of what other companies of the same size, in the same industry and geographical region are paying staff members for specific job functions and taking into account experience, education, and performance? With no researched and current comp plan in place a company is at risk of either overpaying employees, resulting in lower profitability, or underpaying key contributors and risking high attrition and turnover. Turnover costs the company money to recruit, hire, and train new staff.

When I see data like this I am motivated as a marketer to do a better job in communicating the benefits of Compease to HR professionals.

Having an annually updated and reliable comp plan in place does not have to be difficult, expensive, or time consuming. HRN has the solution. It’s called Compease. Give us a call and talk to a compensation professional or check it out online at: http://www.hrnonline.com/Compensation/compensation-administration-software.asp. Or better yet . . . attend a demo.

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October 20, 2009

HRN News: HRN Announces Release of Incentive Pro

incentivepro_logo_web

SALT LAKE CITY, UT (October 20, 2009) — Jerry P. Nelson, President and CEO of HRN Management Group today announced the release of a revolutionary new online incentive compensation planning and administration solution called Incentive Pro.

Incentive Pro is a simple-to-use and affordable online application designed to make incentive pay programs more effective at achieving and rewarding desired results. Incentive Pro is developed and supported by the same HRN compensation experts that created the popular and successful Compease compensation administration software now in use by over 800 clients.

Mr. Nelson described the underlying philosophy upon which Incentive Pro is created, “Incentive Pro is built on solid business fundamentals; most notably that incentive compensation at its root is a strategic tool to increase revenue and profitability. Therefore the system includes tools and functions to not only track individual performance but also to collectively evaluate plan components and their results; that when measured against pre-determined achievement thresholds, determine concrete ROI statistics.”

Clinton R. Koker, President of HRN’s compensation division added to Mr. Nelson’s comments by stating, “Incentive Pro is not simply an administration tool. It is a strategic solution to improve company performance in targeted areas. In addition to the application, HRN compensation consultants meet with each client to most optimally configure plan components by individual position, and if necessary, develop a customized incentive plan program from the ground up.”

Incentive Pro has been in use by several clients over the past year. Philppe Asselin, VP of Human Resources at Tyndall Federal Credit Union located in Panama City, FL has been using Incentive Pro for 18 months. He had this to say, “Incentive Pro helped us go from good to great in many areas! Performance plans drive performance, but incentives helped our staff members to be more aggressive and become better performers.”

To find out more information about Incentive Pro and to schedule a demonstration please contact our office at 800-940-7522 or e-mail HRN at info@hrnonline.com. Information is available online at: www.hrnonline.com/incentivepro

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October 16, 2009

HR Fact Friday: Employers Look to Performance-Based Awards During 2009

Spending on performance-based bonuses for exempt workers has grown from 10.8 percent of payroll in 2008 to 12.0 percent of payroll in 2009, according to a survey of large employers by Hewitt Associates, a consulting firm. In 2009, employers also dedicated a larger percentage of their payrolls to bonuses for nonexempt employees.

Fifteen years ago, such variable pay spending accounted for approximately 5 percent to 6 percent of payroll. The survey found that employers are budgeting their variable pay bonuses at 11.8 percent of payroll for 2010.

Many employers have had to freeze or cut salaries because of the economic climate. With performance-based bonuses, however, employers can reward their high performers without their budget taking as big a hit as with pay raises across the board.

“Even in the toughest economies, companies are willing to reserve money for top-performing employees as a way to reward their performance and ensure they retain these employees after the job market rebounds,” says Hewitt’s Ken Abosch. “Over the past decade, we’ve seen companies steadily shift from a fixed pay model to one that emphasizes true performance-based awards, and we expect this trend will continue.”

For those interested in learning more about variable pay system planning and implementation, please contact HRN Management Group. On October 20, 2009 HRN is launching a revolutionary new online incentive planning and administrative product called Incentive Pro. Go to www.hrnonline.com for mor information.

Source: hr.blr.com

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