Compensation Communication: How to Create a Base Pay System That Makes Sense and Doesn't Disappoint

Why Should You Attend:

Organizations of all shape and sizes struggle with the topic of how to communicate raises in a manner that does not lead to discouragement and discontent. This thought-provoking webinar explains why any attempt to "pay for performance" with base salaries is doomed to failure and what to do instead. This presentation will demonstrate why and how to disconnect the conversation about performance from the discussion regarding raises in pay.

Attendees will also gain insight on how to handle tough questions such as:

• I got a 10% raise last year but only 5% this year, even though I did just as well. How come?
• If I’m not interested in becoming a manager does that mean I’m stuck with cost-of-living salary increases forever?
• Everybody knows what everybody else makes around here. How come I didn’t get as big of a raise as the guy in the cubicle next to me?
• I’m a 25-year-old engineer and I do the exact same thing as a colleague who’s 50; how come she makes more?
• I just concluded my very best year and my boss admitted as much. How could he possibly give me a 2% raise?

This webinar will describe what the instructor calls "The Big Lie – Pay for Performance." It will also show how a misguided attempt to directly tie performance to base pay is at the root or our problem. It will teach you how to have short, honest, straight-forward conversations about pay using four real world drivers that determine raise amounts, regardless of who you are or what you do.

Learning Objectives:

• How to remove emotion from salary discussions by helping employees see the objective truth about pay
• Guidelines for answering ten tough questions employees might ask about salary.
• Clarity as to why almost every organization is doing something everyone hates.
• Insight into the four key components that already determine base pay adjustments.
• A foolproof script for communicating increases in a way that does not disappoint.
• What is involved in managing expectations about "salary reality" – which can have a tremendous positive impact on morale, productivity and retention.
• Using "Compa-Ratio" to establish salary levels that work for both the organization and the employee .
• How to dispel the myth that work performance predicts a big raise.

Who will Benefit:

• Human Resource Managers
• Human Resource Executives
• Vice Presidents of Administration
• CEOs
• COOs
• CFOs
• Chief People Officers
• Organizational Development Managers
• Senior Operations Managers
• Directors of Learning and Development
• Risk Management Specialists
• Business Owners
• Business Leaders

Instructor Profile:

Garold (Gary) L. Markle, is the founder and President of Energage Inc., a management consulting firm dedicated to helping business leaders "energize and engage the human spirit at work." Mr. Markle authored the book “Catalytic Coaching: The End of the Performance Review,” which has a five-star rating on Amazon.com and has held a position in their top 5% of all books sold for 37 consecutive months. He is a longstanding speaker to CEO groups such as Vistage and TEC (The Executive Committee) and has presented nearly 500 workshops across the US, Canada, the UK and Asia.

Prior to beginning a consulting and speaking practice, he served in senior level HR management and executive positions for four globally prominent companies. His most recent position was Vice President of Human Resources of a $700million international chemical company. He holds a Master’s Degree in Organizational Communication from Purdue University, a Bachelor’s Degree from the University of Wisconsin-Milwaukee, and Senior Executive Human Resources Certification from the University Of Michigan Graduate School Of Business.

Topic Background:

Money may not be the most important reason your people come to work, but it’s at least ONE important reason. If you don’t know how to talk to them about money, and in particular, how and why you are making adjustments to their pay, you are in a tough spot. You’ll quite likely expose yourself to allegations of age discrimination and have a senior class that is simultaneously highly compensated and completely checked out.

Gary Markle, speaker, author and management consultant, has a long and storied history in the field of HR. He served 17 years in internal roles for companies at the top of the Fortune 500 and has spent the last dozen or so years staging “adult to adult conversations about pay” with employees in smaller and more entrepreneurial ventures

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