Compensation as A Source of Competitive Advantage
Christina L. Greathouse, Ph.D.Strategic Performance Group
October 15, 2013
2
Strategic Performance Group• Founded 1995• Three partners, 32 contract employees• Work across all industries• Human Capital Solutions, OD, Coaching• Christina Greathouse Bio
25+ years consulting experience with Arthur Andersen and KPMG Peat Marwick prior to co-founding SPG
Ph.D. Industrial/Organizational Psychology Taught graduate level courses at GMU and Marymount
University
Strategic Performance Group• The Great Recession has radically
changed the way many companies do business
• Dramatic shifts in corporate strategy requiring re-alignment of compensation practices to support those changes
• Newly conservative approach to compensation spending
3
Today’s Topics• What science has taught us about work
motivation• The relationship between pay satisfaction and
job satisfaction• Why “pay for performance” systems often fail• How compensation can be used effectively as
a management tool to gain and keep a competitive advantage
4
Compensation Redesigned• The Great Recession has radically
changed the way many companies do business
• Dramatic shifts in corporate strategy requiring re-alignment of compensation practices to support those changes
• Newly conservative approach to compensation spending
5
Compensation as a % of GDP
6
Compensation and Productivity
7
Global Salary-Budget Trends
8
Source: WorldatWork 2013-2014 Salary Budget Report
2012-2014
Actual 2012 Actual 2013 Projected 2014
India 11.2% 10.5% 10.9%China 9.1% 8.2% 8.5%Brazil 7.7% 6.8% 7.2%Singapore 4.3% 4.2% 4.3%Australia 4.0% 3.7% 3.8%UK 3.1% 2.9% 3.0%Netherlands 3.1% 2.8% 2.8%Canada 3.0% 2.9% 3.1%France 3.0% 2.7% 2.8%Germany 3.0% 2.9% 3.0%United States 2.8% 2.9% 3.1%Spain 2.8% 2.4% 2.5%Japan 2.6% 2.4% 2.5%
Pay Dissatisfaction• Washington Post (9/29/13) reported: “Four years into an
economic recovery in which most of the benefits have flowed to the top earners, a majority believe that the American Dream is becoming markedly more elusive (source: Washington Post-Miller Center Poll)
• 58% of those polled believe they earn less than they deserve
• 6 in 10 workers worry these will lose their jobs because of the economy
• SPG employee survey research indicates that many employees are dissatisfied with their compensation
9
Employee Surveys: Low Scoring Items
• I receive reasonable compensation compared to my peers at my company.
• The pay at my company is competitive with other similar organizations.
• I am paid fairly for someone with my qualifications. • I am paid fairly for my accomplishments at my company.• I receive reasonable compensation compared to my peers at my
company.• People are compensated at my company for what they accomplish.• My hard work is rewarded appropriately.• I have been adequately recognized for my work contributions. • I understand how the current compensation system works.• I understand how performance increases are awarded.
10
Relationship of Pay Satisfaction to Job Satisfaction
11
Items Correlating with, “Overall, I like my job” CorrelationI have the opportunity to gain skills and knowledge necessary to perform my job.
0.70
There is adequate opportunity for growth and career development for me at my company.
0.69
I feel my company values my work. 0.66
At my company, our culture builds a feeling of teamwork and collaboration. 0.64
The amount of stress in my job is not a problem. 0.61
I receive adequate training on an ongoing basis. 0.60
I usually have a clear idea of what my supervisor expects of me. 0.59
My hard work is rewarded appropriately. 0.59
I have been adequately recognized for my work contributions. 0.50
The pay at my company is competitive with other similar organizations. 0.32
I am paid fairly for what I accomplish at my company. 0.37
Work Motivation Theories
• Expectancy Theory (Vroom)• Equity Theory (Adams)• Motivator-Hygiene Theory (Herzberg)• Self-Determination Theory (Deci)
12
Expectancy Theory (Vroom)
13
Motivator-Hygiene Theory (Herzberg)
14
Equity Theory
15
Equity Theory (Adams)
• There is an expectation to be paid according to one’s contribution
• Research has shown that most people– Perceive themselves as top performers when
compared with others– Believe they work as hard or harder than others– Attribute their success to hard work and/or skills– Attribute others’ success to luck or favorable conditions
• This leads to feelings of inequity and unfairness when comparing one’s compensation with others’ compensation
16
Goal-Setting Theory
• Clarity: Specific, measurable, time-bound• Challenge and Complexity: Enhances
feelings of achievement• Commitment: Input and ownership• Feedback: Assessing progress
17
Self-Determination Theory (Deci)
• People have three innate, psychological needs:• Competence: succeeding at challenging tasks
• Autonomy: having choice over one’s actions
• Relatedness: enjoying mutual respect and reliance with others
• Meeting these needs leads to job satisfaction, work motivation, and high performance
18
Putting It All Together• Employees can be de-motivated by receiving less pay than
they think they deserve (equity theory)• There are very few jobs where “paying for performance” is
motivating because the rewards are too small (expectancy theory)
• Compensation can lead to job dissatisfaction, but has a limited effect on job satisfaction (motivator-hygiene theory)
• Employers need to get employees to stop obsessing over compensation, so they are open to other powerful motivators such as a desire to do meaningful work, intellectual challenge, recognition, and self-determination (self-determination theory)
19
Achieving a Competitive Advantage
Adopt pay practices that avoid de-motivation:• Implement a transparent compensation philosophy and process
in line with organization’s values• Pay people fairly in relation to the market and to each other
(internal and external equity)• Stop using salary increases and bonuses as an incentive,
unless they are large enough to make a difference• Reward results, not effort• Use pay as a recognition tool• Use goal setting to motivate performance, not as a method to
determine compensation
20
Establishing Equity
• Internal equity: job classification• External equity: market analysis• Integrate equity analyses into pay
decisions• Establish fair pay administration
processes
21
Differentiation Among Talent Segments • Must be willing to pay a premium to attract and retain
highly skilled talent critical to the successful execution of the business strategy
• Identify talent segments critical to success• Identify key drivers for each talent segment• Identify talents segments at risk• Design strategies employing a full range of rewards for
critical talent segments• Integrate these strategies into corporate compensation
program
22
ProductionR&DQualityITMarketingAccountingHR
Unique skills
High strategic value
Lower
strategic value
Generic skills
Core knowledge workers
Traditional job-based employees
Alliance/ Partners
Contract labor
Mapping an Organization’s Human Capital Architecture
Employee Functions
23
Pay Increases as a Function of Performance
24
Mercer U.S. Percent of Workforce* Average Pay Increase*
Highest-rated 7% 4.6%
Next highest-rated 30% 3.5%
Middle-rated 54% 2.6%
Low-rated 7% 0.9%
Lowest-rated 2% 0.2
Source: Mercer 2013/2014 U.S. Compensation Planning Survey Report
Holistic Compensation Strategies
• Use compensation programs strategically, to support the business strategy
• Integrate the compensation system with other components of the HR life-cycle
• Employ a full-range of strategies to recognize and reward employees
25
Holistic Compensation Strategies
• Base salary• Short-term rewards• Long-term rewards• Equity-based rewards• Employee benefits• Non-financial recognition and rewards
26
Recognition and Rewards• Spot bonuses• Project completion bonuses• Retention bonuses• Investment in training and development• Paid time off• Flexible work schedules• Cross-training
27
Transparency and Communication • Employee input/buy-in• Providing market pricing data• Publishing internal salary ranges• Publishing total compensation
statements• Publishing compensation and benefits
information on website
28
Total Compensation StatementsBenefit Employer Cost Employee CostMedical Insurance or Stipend
$4,565 $910
Disability/Life $1,245 ___
401(k) Match or Pension
$8,194 ___
Salary/Bonus $65,654
TOTAL COMP $79,658
29
Top Related