Total Rewards and Compensation Program Consulting

Strategic Perspective  --  Practical Solutions  --  Superior Service

Hospitality


Historic hotel owned by a nonprofit foundation.  Worked with executive management to obtain agreement on a compensation strategy.  Involved all middle managers in a process to value jobs.  Market-priced jobs and created a first-ever base pay structure.  Immediate results were an improved understanding of competitive positioning and reduction of time spent by management on pay administration issues.  Long-term results included career-path communication for employees and cost control for the property.


Healthcare


‚ÄčLarge hospital system experiencing constant disruption from internal job hopping by employees, unwanted turnover, and internal confusion around pay opportunity.  Interviewed executives to develop a compensation philosophy.  Facilitated department manager meetings to identify internal pay issues.  Held employee focus groups to obtain feedback on total rewards and barriers to performance.  Market-priced clinical, administrative, and support jobs, and developed a salary range structure that brought consistency across the system.  Developed and implemented a communications strategy.  Immediate results were internal equity across departments, reduction in wasted time and effort, and groundwork to improve the performance management system.

Consulted to a hospice service provider on development of an incentive plan covering all employees.  Modeled company-wide metrics and various plan designs along with cost/benefit scenarios to justify the incentive plan.  Resulted in the company determining that a broad-based plan was not appropriate for the immediate future.


Not-For-Profit


State-wide nonprofit struggling with growth, internal equity issues, and how to best retain and reward staff among three separate divisions of the organization.  Worked with the Board of Directors and executive management to develop a compensation philosophy consisting of labor market definition, desired competitive position, and governance and communication roles.  Led design team meetings to define and evaluate jobs across all three divisions, market priced benchmark jobs, and created a new salary structure that was applied to the entire organization.  Results included improved pay administration, elimination of non-productive internal equity discussions, greater transparency for pay and career path opporunities, and a compensation plan that could be maintained going forward by the organization itself.  


Performed a complete competitive analysis of executive and employee compensation to advise  the not-for-profit's Board of Directors.  Completed an analysis of Form 990s of a custom peer group to support the rebuttable presumption process and to ensure compliance with the organization's compensation philosophy. 


Retail


Catalog and store retailer with highly seasonal business required adjustments to skill-based and traditional pay systems to ensure sufficient staff could be hired during peak periods.  Led design team to analyze and categorize jobs, developed job-leveling criteria, assessed competitive market, and implemented new plans in time for fall hiring.  

Talent management of corporate jobs at convenience store headquarters was hampered by rigid pay, incentive, and perquisite structures.  Defined career levels and implemented a broadband pay structure that provided job-assignment flexibility, appropriate pay growth for employees, and supported executives' decisions on talent utilization.  Designed and implmented manager training and employee communications.  


Other Examples

Case Studies

  • Custom pay, incentive, and benefits survey for hotels' spa employees in Southeast Asia.

  • Assessment of pay levels in a large business and finance department of a major university.

  • Application of various internal job evaluation methods, such as point factor, factor comparison, and whole job ranking, to bring consensus on value of work in multiple organizations.

  • Competitive market assessment of executive compensation for not-for-profit organizations.

  • Employee focus groups at call centers, hospitals, nonprofits, and electric and gas utilities.

  • Assessment of organizational structure for the distance-learning department of a major state university resulting in redesign of accountabilities and definition of unique competencies for two new unique but collaborative departments.

  • Functional assessment of the compensation programs for a global Forture 500 company to aid in determining priorities and talent needs.

  • Creation of a shared compensation strategy among two merged organizations and design and implementation of common pay and incentive plans.

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