Mark Beatson Chief Economist CIPD
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Transcript of Mark Beatson Chief Economist CIPD
Supporting material for discussion of ‘Performance pay and wage flexibility in the Great Recession’ by Alex Bryson, John Forth, Lucy Stokes and Martin Weale
Mark BeatsonChief Economist
CIPD
Why do employers use variable pay?
Type of variable payIndividual PBR
Group PBR
Profit-related pay
ESOPs
Merit pay
Motivation
Cost flexibility
Incentivise individuals/teams‘Good HR’ (HPW practices)
Why do employers use variable pay?
Type of variable payIndividual PBR
Group PBR
Profit-related pay
ESOPs
Merit pay
Motivation
Cost flexibility
Incentivise individuals/teams‘Good HR’ (HPW practices)Not measured
in ASHE
Poorly measured in ASHE?
Paymen
t by r
esults
Merit p
ay
Profit-
related p
ay
share
owne
rship
sche
mes
Any of th
ese in
centiv
e sche
mes
31
15
3018
54
2820
29
9
542004 2011
Source: Workplace Employment Relations Study, 2004 and 2011.
Prevalence of variable and performance-related incentive schemes, 2004-2011(% of workplaces with 5 or more employees where some use was made of these schemes)
Employer provision of performance-related pay, 2011-2013(% of employers)
74% 67%
33%
79%65%
29%
72%55%
26%
2011 2012 2013
Source: CIPD Reward Management surveys.
Cash bonus payments to employees in the previous 12 months, 2008-2013/14(% of employees)
2008 2009 2010 2011 2012 2013/14
21% 19%22%
18% 18% 18%
11%10%
9%
8% 8% 6%
Bonus available - received Bonus available - not received
Sources: CIPD Employee attitudes to pay surveys, 2008 to 2011 and CIPD Employee Outlook survey, winter 2013/14.
Impact of the economic downturn on pay and rewards, 2009-2014(% of employees)
Spring
2009
Summer
2009
Autumn 2
009
Wint
er 20
09/10
Spring
2010
Summer
2010
Autumn 2
010
Wint
er 20
10/11
Spring
2011
Summer
2011
Autumn 2
011
Wint
er 20
11/12
Spring
2012
Summer
2012
Autumn 2
012
Wint
er 20
12/13
Spring
2013
Summer
2013
Autumn 2
013
Wint
er 20
13/14
Spring
2014
0%5%
10%15%20%25%30%35%40%45%50%
Frozen pay Cut payReduced employer pension contributions Reduced employee benefits/perks
Base: all employees, including employees who did not think their workplace had been affected by the recession and don’t know responses. Employees could select more than one impact from a range of responses.Source: CIPD Employee Outlook surveys.
Changes in the nominal pay of employees in the previous 12 months, 2008-2013/14(% of employees)
2008 2009 2010 2011 2012 2013/14
2642 45 49 41
7051 50 46
51
-3 -5 -4 -5 -3
Pay freeze Pay increase Pay cut
Excluding don’t know/can’t remember responses.Respondents were instructed to exclude promotions, demotions, regrading and new jobs.Sources: CIPD Employee attitudes to pay surveys, 2008 to 2011 and CIPD Employee Outlook survey, winter 2013/14.
Performance reviews, their perceived link to pay and employee engagement, spring 2014(% of employees)
40% 32% 49%
55% 63% 49%5% 5% 2%
Engaged Neutral Disengaged
Excludes 6% of employees who did not know if their pay was linked to their performance review.Source: CIPD Employee Outlook survey, spring 2014.
• Analysis of 2010 MOPS survey of 37,000 US manufacturing establishments [Bloom, Brynjolsson, Foster, Jarmin, Patnail, Saporta-Eksten and Van Reenen (2014), IT and management in America ]:– Management practice scores positively associated with productivity and other
business outcomes (profits, growth, R&D, patenting)– Management scores positively associated with IT investment– Mean management score increased 2005-2010 (based on recall)– Increased use of incentives and targets (based on recall)– Biggest increase in use of data-driven performance monitoring (based on recall)
• If data makes it easier to measure individual and group performance, will employers still need to rely on performance-related pay?
What about technology?
Thank you