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Path to pay for performance

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Breakout Seminar at the Nonprofit Human Resources Management Symposium in San Diego, June 16, 2010.

Breakout Seminar at the Nonprofit Human Resources Management Symposium in San Diego, June 16, 2010.

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  • 1. The Path to Pay for Performance Joe Brown Slope Resources Nonprofit HR Symposium San Diego, CA June 16, 2010
  • 2.
    • Founded in 1998
    • Human resources and organization management consulting services for nonprofits
    • Compensation and performance management
    • “ Big firm” background
    • Blog: Done by People
  • 3.
    • How many utilize…
      • Formal pay for performance program
      • Formal, non-performance-based compensation program
      • Informal/ad hoc compensation practices
    Where are you? ?
  • 4. Barriers to pay for performance?
  • 5. Building blocks Reward opportunity Compensation program Internal equity Market competitiveness Performance management program Individual/team contribution Actual rewards Performance Base salary Incentive compensation $
  • 6.
    • What…
      • Job responsibilities
      • Goals
    • … how
      • Competencies
      • Expectations
    Performance management program essentials
  • 7.
    • Focus on “management”…
      • … not “evaluation” or “rating”
    • Emphasize communication…
      • … not the form
    • Keep it simple…
      • … and make it fit
    Performance management program essentials
  • 8.
    • Communication and input
    • Job descriptions
      • Employee ► manager ► HR
    • Grouping/grades
    • Assess internal equity
    Compensation program development
  • 9.
    • Identify markets
    • Assess market competitiveness
      • Published surveys
      • Custom surveys
      • Informal data collection
      • … caveat emptor
    Compensation program development
  • 10.
    • Articulate compensation philosophy
      • What does the organization pay for?
      • What values should be communicated and reinforced?
      • In what forms is compensation delivered?
      • What budgetary constraints are reflected?
      • How competitive should compensation be?
      • With what market(s)?
    Compensation program development
  • 11.
    • Develop salary policy
      • E.g.: median of metro area organizations with operating budgets of $5 million to $10 million
      • Costs
        • Under minimum
        • Equity increases
      • Short-term/long-term targets?
    Compensation program development
  • 12.
    • Construct salary ranges
    Compensation program development Minimum (80%) Maximum (120%) Midpoint (100%) Performance over time Low High Average Hiring range
  • 13.
    • Salary administration guidelines
      • New/changed jobs
      • Promotions
      • Hiring
      • Over maximum
    • Implementation
    • Communication and feedback
    Compensation program development
  • 14. Merit increases Performance evaluation Position in salary range Merit increase
  • 15.
    • Periodically…
      • Review internal equity and market competitiveness
      • Adjust salary ranges
      • Ensure alignment with compensation philosophy
    Compensation program management
  • 16. Continue building Strategic planning Non-cash rewards Professional development Career development Succession planning
  • 17. Joe Brown Slope Resources [email_address] 908 241-8592 sloperesources.com twitter.com/joe_brown Thank you!