The document discusses designing pay levels, structures, and surveys. It covers determining competitive pay levels and structures through defining relevant labor markets, designing and conducting salary surveys, analyzing survey data, and setting pay policies. The goal is to collect compensation data from competitors to determine appropriate pay levels and structures for matching jobs internally and staying competitive externally.

1. 8-1
Chap r
te
8
Designing Pay Levels, Mix
and Pay Structures
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2. 8-2
Learning Objectives
After studying Chapter 8, students should be able to:
1. Explain all of the steps in designing and administering
a pay survey.
2. Discuss the importance of defining the external
relevant labor market in a pay survey.
3. Explain how the market pay line combines internal job
structure with external wage rates.
4. Discuss the use of pay grades and ranges and their
relationship to internal alignment and external
competitiveness.
5. Discuss broad banding as a flexible alternative to pay
grades and ranges.
McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

3. 8-3
Determining Externally Competitive
Pay Levels and Structures
External
competitiveness: Define Conduct Draw Merge Competitive
Set Policy Policy Internal & Pay Levels,
Pay relationships Market Survey
among Lines External Mix and
organizations Pressures Structures
Some Major Decisions in Pay Level Determination
Some Major Decisions in Pay Level Determination
! Determine pay level policy
! Determine pay level policy
! Define purpose of survey
! Define purpose of survey
! Define relevant labor market
! Define relevant labor market
! Design and conduct survey
! Design and conduct survey
! Interpret and apply results
! Interpret and apply results
! Design grades and ranges or bands
! Design grades and ranges or bands
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4. 8-4
Salary Survey
! A survey is the systematic process of collecting
and making judgments about the compensation
paid by other employers.
! Surveys provide the data for setting the pay
policy relative to competition and translating that
policy into pay levels and structures.
McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

5. 8-5
Set Competitive Pay Policy
!Adjust Pay Level – How Much to Pay?
!Adjust Pay Mix – What Forms?
!Adjust Pay Structure?
!Special Situations
!Estimate Competitors’ Labor Costs
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6. 8-6
Define Relevant Market Competitors
! Employers who compete for the same
occupations or skills required.
! Employers who compete for employees within
the same geographic area.
! Employers who compete with the same products
and services.
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7. 8-7
Relevant Labor Markets by Geographic
and Employee Groups
Geographic Production Office and Technicians Scientists Managerial Executive
Scope Clerical & Professional
Engineers
Local: Within Most likely Most likely Most likely
relatively small
areas such as
cities or MSAs
Regional: Only if in Only if in Most likely Likely Most likely
Within a short supply short
particular area or critical supply or
of the state or critical
several states
National: Most likely Most likely Most likely
Across the
country
International: Only for Only for Sometimes
Across several critical skills critical skills
countries or those in or those in
very short very short
supply supply
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8. 8-8
Design the Survey
! Who should be involved in the survey design?
! How many employers should be included?
! Which jobs should be included?
! What information to collect?
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9. 8-9
Which Jobs to Include?
Benchmark Jobs
Approach Low - High
Approach
Global Approach
Benchmark
Conversion
Approach
Market Basket
Approach
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10. 8 - 10
Characteristics of Benchmark Jobs
! The contents are well-known, relatively stable,
and agreed upon by the employees involved
! The supply and demand for these jobs are
relatively stable and not subject to recent shifts
! They represent the entire job structure under
study
! A majority of the workforce is employed in these
jobs
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11. 8 - 11
Which Market Jobs Match Which
Company Jobs?
! Any match between an organization’s jobs and
survey jobs must be done on job content rather
than on the basis of job title only.
! Apply your job evaluation system to the survey
job descriptions.
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12. 8 - 12
Data Elements to Consider for Surveys
! Nature of the Organization
! Financial performance
! Size
! Structure
! Nature of Total Compensation System
! Cash forms used
! Non-cash forms used
! Incumbent and Job
! Date
! Job
! Individual
! Pay
McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

13. 8 - 13
Advantages and Disadvantages of
Measures of Compensation
Base Pay Tells how competitors are Fails to include performance incentives and
valuing the work in similar other forms, so will not give true picture if
jobs competitors offer low base but high
incentives
Total Cash Tells how competitors are All employees may not receive incentives,
(base + bonus) valuing work; also tells the so it may overstate the competitors’ pay;
cash pay for performance plus, it does not include long-term
opportunity in the job. incentives.
Total Tells the total value All employees may not receive all the
Compensation competitors place on this forms. Be careful; don’t set base equal to
(base + bonus + work competitors’ total compensation. Risks
stock options + high fixed costs.
benefits)
McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

14. 8 - 14
Analyzing Survey Data (1 of 2)
! No single best approach
! Check accuracy of data
! Two pieces of data on each benchmark:
Survey data - dollars
Our own data - job evaluation points
! Scatterplot shows relationships
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15. 8 - 15
Analyzing Survey Data (2 of 2)
! Frequency distribution organizes data
! Measures of central tendency
averages or means
weighted means
medians
! Measures of distribution, or dispersion
standard deviation
percentiles and quartiles
range spread
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16. 8 - 16
Combine Job Evaluation and Market
Survey Data (1 of 2)
! Scatterplots: for each benchmark job there is a
distribution of wages paid by survey companies.
! Each of these distributions has means, ranges,
etc...
! Scatterplots are useful to see what the data look
like.
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17. 8 - 17
Scatterplot
7
6
survey
monthly 5
salary
($000) 4
PAY 3
2
1
80 120 160 200 240 280 320 360
Our Job Evaluation Points
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18. 8 - 18
Combine Job Evaluation and
Market Survey Data (2 of 2)
! Summarize the data further by fitting a linear
curve to it.
! Can “eyeball” data, use midpoints, or other
mathematical approaches.
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19. 8 - 19
Scatterplot with Linear Curve
7
6
survey
monthly 5
salary
($000) 4
PAY 3
2 Line of Best Fit
1
80 120 160 200 240 280 320 360
Our Job Evaluation Points
McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

20. 8 - 20
Adjust The Data to Reflect
Organization’s Pay Policy (1 of 3)
Lead the Market:
! pay level should be above the market for the year
and equal at year end
! update factor will be equal to the projected
market increase
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21. 8 - 21
Adjust The Data to Reflect
Organization’s Pay Policy (2 of 3)
Match the Market:
! pay level will be above the market for the first
half of the year and below for the second half
! update factor will be half of the projected market
increase
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22. 8 - 22
Adjust The Data to Reflect
Organization’s Pay Policy (3 of 3)
Lag the Market:
! pay level should be below the market for the
entire year
! no adjustment will be made to account for the
projected market increase
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23. 8 - 23
Least Squares Method
! The equation for a straight line will be used, since
most pay distributions approximate a straight line.
! This equation is:
Y = a + bX where
Y = actual pay rate (from survey data)
X = evaluated points for org’n jobs
a = Y intercept when X is zero
b = slope of line of best fit
McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

24. 8 - 24
Developing a Pay Policy Line
7
survey 6
monthly 5
salary
($000) 4
PAY 3 Line of Best Fit :
using market-survey data
2 (updated and aged to reflect
1 pay policy)
80 120 160 200 240 280 320 360
Our Job Evaluation Points
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25. 8 - 25
Why Bother with Ranges?
! External Pressures:
a. Quality variations (KSAs) among individuals in the
external market
b. Recognition of differences in the productivity-related
value to employers of these quality variations
! Internal Pressures:
a. The intention to recognize individual performance
variations with pay
b. Employees’ expectations that their pay will increase over
time
McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

26. 8 - 26
Constructing Ranges:
Develop Grades (1 of 2)
! A grade is a horizontal grouping of different
jobs that are considered substantially equal for
pay purposes.
! Grades enhance an organization’s ability to move
people among jobs within a grade with no change
in pay.
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27. 8 - 27
Constructing Ranges:
Develop Grades (2 of 2)
! The objective is for all the jobs that are similar
for pay purposes to be placed within the same
grade.
! How many pay grades?
a. number of jobs
b. organization hierarchy
c. reporting relationships
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28. 8 - 28
Constructing Ranges: Establishing
Midpoint, Minimum, and Maximum
! Pay ranges refer to the vertical dimension of the
pay structure.
! Each pay grade will have associated with it a pay
range consisting of a midpoint and a specified
minimum and maximum.
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29. 8 - 29
Constructing Ranges: Establishing
Midpoint, Minimum, and Maximum
! Midpoints correspond to the competitive pay
policy
! The point where the pay policy line crosses each
grade becomes the midpoint of the pay range for
that grade
! Midpoints are the control point of the range
! The midpoint represents base pay for a seasoned
employee
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30. 8 - 30
Constructing Ranges: Establishing
Midpoint, Minimum, and Maximum
! The midpoint can be determined as soon as the
pay grade limits are set.
! Find the job evaluation point value in the center
of the pay grade.
! Substitute that point value for X in your equation
of the pay line
! Solve the equation for Y; this value is the
midpoint of the range
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31. 8 - 31
Constructing Ranges: Establishing
Midpoint, Minimum, and Maximum
! Range spread is based on some judgment about
how the ranges support career paths, promotions,
and other organization systems.
! Range spreads vary between 10 to 150 percent.
! Desired range spread is what makes good sense to
the employer
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32. 8 - 32
Constructing Ranges: Establishing Midpoint,
Minimum, and Maximum
! Once the midpoint (based on the pay policy line)
and the range spread (based on judgment) are
specified, minimums and maximums are calculated.
! Minimum = Midpoint / [1 + (1/2 range spread)]
! Maximum = Minimum + (range spread x minimum)
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33. 8 - 33
Constructing Ranges: Overlap
maximum rate grade A - minimum rate grade B
maximum rate grade A - minimum rate grade A
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34. 8 - 34
PAY GRADE STRUCTURE
8
7
6
our
monthly 5 V
salary
(000) 4 IV
PAY 3 III
2 II Pay Policy Line
1
I
100 150 200 250 300 350
Our Job Evaluation Points
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35. 8 - 35
Broadbanding
! Use of job clusters or tiers of positions into bands
! Purpose is to manage career growth and
administer pay
! An alternative to traditional salary grade
structures
! Collapses the number of salary ranges within a
traditional salary structure into a few broad bands
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36. 8 - 36
Contrasts Between Ranges and Bands
Ranges Support: Bands Support:
! Some flexibility within ! Emphasis on flexibility
controls within guidelines
! Relative stable organization ! Global organizations
design ! Cross-functional experience
! Recognition via titles or and lateral progression
career progression ! Reference market rates,
! Midpoint controls, shadow ranges
comparatives ! Controls in budget, few in
! Controls designed into system
system ! Give managers “freedom to
! Give managers “freedom manage” pay
with guidelines” ! 100 – 400 percent spreads
! To 150 percent range-spread
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37. 8 - 37
Broadbanding: Example (1 of 2)
!A large technology company reduced the
number of grade levels for their exempt
professional employees from 12 to 3
!The levels were defined as:
! basic, entry-level contributor
! seasoned contributor or team leader
! business unit / team manager or senior
professional contributors
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38. 8 - 38
Broadbanding: Example (2 of 2)
! Within these levels, managers hired and calibrated
pay levels based on market information for
individuals with similar backgrounds and
responsibilities
! Managers given market and charged with the
responsibility of making salary adjustments as
appropriate to attract, retain, and reward their staff
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39. 8 - 39
Broadbanding:
How many bands to create? (1 of 2)
! Determine the number of distinct levels of employee
contributions within the organization that actually
add value
! For example:
professional positions
management positions
technical positions
clerical positions
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40. 8 - 40
Broadbanding:
How many bands to create (2 of 2)
!For example:
entry level positions
contributor level positions
leadership level positions
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41. 8 - 41
Broadbanding: Placing individual
jobs or roles in bands
!Example:
Basic
Proficient
Mastery
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42. 8 - 42
Pay Compression
! Results when wages for those jobs filled from
outside the organization are increasing faster than
the wages for jobs filled from within the
organization
! As pay differentials among jobs become very
small, the traditional pay structure becomes
compressed
! Compression is an issue in professional work
when new graduates command salaries almost
equal to those of professionals with 3 - 5 years
experience
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43. 8 - 43
Summary
! Most organizations survey other employers’ pay
practices to determine the rates competitors pay.
! An employer using the survey results considers how it
wishes to position its total compensation in the market:
! To lead
! To match, or
! To follow competition
! This policy decision may be different for different
business units and even for different job groups within a
single organization.
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44. 8 - 44
Summary (continued)
! The policy on competitive position is translated into
practice by setting pay policy lines.
! They serve as reference points around which pay grades and
ranges or bands are designed.
! The use of grades and ranges recognizes both external
and internal pressures on pay decisions.
! No single “going rate” for a job exists in the market;
! Instead, an array of rates exists.
! Internally, the use of ranges is consistent with variations
in the discretion present in jobs.
! Pay ranges permit employers to value and recognize
these differences with pay.
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45. 8 - 45
Review Questions
1. Which competitive pay policy would you
recommend to an employer? Why? Does it depend
on circumstances faced by the employer? Which
ones?
2. How would you design a survey for setting pay for
welders? For financial managers? Do the issues
differ? Will the techniques used and the data
collected differ? Why or why not?
3. What factors determine the relevant market for a
survey? Why is the definition of the relevant
market so important?
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46. 8 - 46
Review Questions (continued)
4. What do surveys have to do with pay
discrimination?
5. Contrast pay ranges and grades with bands. Why
would you use either? Does their use assist or
hinder the achievement of internal alignment?
External competitiveness?
McGraw-Hill/Irwin © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.