HOW TO ATTRACT & RETAIN GREAT EMPLOYEES ON A BUDGET
PAYING PEOPLE RIGHT
HOW TO ATTRACT & RETAIN GREAT EMPLOYEES
ON A BUDGET
PAYING PEOPLE RIGHT
Copyright © 2017 HRsoft Page 3
Paying People Right: How to Attract & Retain Great Employees On A Budget
In order to retain and attract top talent, organizations need, at a minimum, to pay competitively. Yet, it’s not always
easy to pay competitively or effectively with a limited budget. Today, companies must find ways to work within
tight budgets to develop strategic, equitable compensation plans that align with their company goals. Because
there are so many important pieces in the compensation puzzle, it’s challenging to make it all come together in
one cohesive, effective plan.
This guide aims to help you tackle compensation challenges while staying within budget to ensure you can pay
your people fairly.
We’ve broken it down into the following main sections:
Looking at market realities and how they affect you
The core principles of paying people “right”
How to build a powerful compensation system in your company
Using analytics to look at internal pay factors for more informed decision making
Specific pay delivery options to consider
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Paying People Right: How to Attract & Retain Great Employees On A Budget
Market Realities
The realities of today’s market affect the way we
pay our people. Over the last seven years, the
average annual salary increase budget for most
companies has been roughly 3%. An HRsoft poll
confirms this finding for the most recent year’s
salary increase budget, as 33% of professionals
said their budget was between 2 and 2.9%, and
30% responded that theirs was 3.0%. Just 13% of
professionals responded that their budget was
greater than 3%.
As difficult as this reality may be for compensation
professionals, there are tactics available to work
around the issue. By using available resources and
carefully selecting our pay strategies, we can pay
our people fairly, even in the face of the limited
salary increase budgets we’re faced with today.
Pay Transparency & Compliance Considerations
Of course, budgetary limitations aren’t the only factors impacting pay today. With online resources like Salary.
com, Glassdoor.com, and Payscale.com at employees’ fingertips, the demands for both pay transparency and pay
equity have risen tremendously in recent years.
However, it’s important to note that the data collected from some of these sources is often self-reported. This
leaves room for discrepancies and/or inconsistencies, and may not always take into account certain critical
differentiating factors such as education level, amount of applicable experience, company size, etc. Despite the
varied quality and applicability of readily available salary data, employers need to be aware of this information
and how it’s collected, validated, and consolidated and to be able address employee concerns and to speak to
the quality of the data the company gathers. Employers can use their own pay strategy to describe how company
market data represent their labor market and then how that data is used to determine pay.
In addition to the abundance of pay information available online, compensation professionals must also account
for developing compliance concerns. For instance, the timing and specifics of any future changes to the Fair
Labor Standards Act (FLSA) are unclear, and a number of states and cities have recently enacted policies
prohibiting employers from asking interviewees about past pay. Additionally, the minimum wage is a hot issue,
with many states and cities continuing to increase the minimums despite expected inaction at federal level.
States with higher minimums include about 61% of the nation’s working-age population!
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Paying People Right: How to Attract & Retain Great Employees On A Budget
While these policies are put in place to protect employees from pay discrimination and may ultimately prove
to be beneficial for workers and organizations alike, they still require close attention, and thus, time, from
compensation professionals.
Hiring Trends
Today, the pressure to hire continues to grow. Compared to less than a decade ago, the jobs outlook has
strengthened, according to a ManpowerGroup Employment Outlook Survey. And there is no sign that hiring
trends are slowing, according to NACE’s Job Outlook 2017 Spring Update. Yet, hiring people is a time-consuming
process, and while there may be a large talent pool available today, it’s not always easy to find employees with
specific, in-demand skills.
To adjust to these hiring, pay, and compliance pressures, it’s more critical than ever for employers to pay their
people right. This can be achieved by refining pay programs to make them more consistent, systematic, and well-
documented. We’ll discuss this in greater detail in the upcoming section.
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Paying People Right: How to Attract & Retain Great Employees On A Budget
Paying People “Right”When you’re paying people consistently through a well-documented, well-communicated, and systematic
program, you’re likely to be using an approach that is simple and understandable. And, hence, easier to act upon.
Simplicity and transparency are important, because these qualities allow employees to understand what their
opportunities are and why pay decisions were made, typically resulting in greater trust in the compensation
system and the leaders who put that system together and both maintain and communicate it effectively. Many
companies are striving for increased levels of transparency across the board today in efforts to build more
positive cultures and greater engagement.
To achieve better outcomes, however, it’s essential for employers to not only provide more information, but to
also make sure that information is accompanied by a digestible explanation. Employees don’t just want to know
what the pay structures or their own pay levels are, they also need to know the “how” and “why” behind them.
Ultimately, more effective transparency will ensure that pay programs and levels stand up to review and scrutiny
and are built on healthy dialogues about pay and performance.
Another pillar of paying people right is making sure your pay strategy is aligned with the organization’s overall
culture and mission and is an integral component of a well-understood total reward strategy. Your pay policies
should flow from your company’s business and people plans.
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Paying People Right: How to Attract & Retain Great Employees On A Budget
Finally, an effective pay structure is
appropriately competitive, ensuring that, at
the very least, pay is not a dissatisfier that
gets in the way of a satisfactory employment
relationship. We’ll cover strategies for achieving
the right level of competitiveness for your
company in upcoming sections.
All in all, paying people right requires that you
revisit the basics: document what you are doing;
determine if what you are doing is working for
you or not and revise, as needed; then let it play
out and analyze to make sure you are on track.
And repeat!
For now, let’s explore the “nuts and bolts” of
paying people right.
Planning
For starters, you must make sure your rewards
philosophy and compensation strategy are
meaningful, consistent, and connected to your
company strategy and business needs.
To create a compensation plan that works for
your company, you’ll need to consider the various
talent “segments” in your organization, whether
functions, jobs, or people, and determine if
different pay targets, compensation levels, or
salary adjustments are appropriate for different
segments. At the same time, you must also
balance these considerations with the need to
maintain consistency.
Documenting & Analyzing
A critical step in creating a robust compensation
plan is thoroughly documenting your job content
(first ensuring, of course, that your organization
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Paying People Right: How to Attract & Retain Great Employees On A Budget
structure and job design reflect the company’s business and operating needs). Having a clear understanding of
your company’s jobs and market data allows you to take a focused, accurate approach to benchmarking. While
market assessments should be performed every two to three years at the very minimum, many jobs may require
more frequent assessments. This may be especially true for specialized or “hot” skills jobs or positions/people
whose work is strategically essential. Considering how difficult it can be to fill these roles (along with how easy it
is to lose this type of in-demand talent), yearly or even more frequent benchmark assessments are well worth the
effort.
As an outcome of benchmark assessments, you will want to analyze your current compensation structure,
internal pay positioning, and overall competitiveness. These activities, too, should be performed annually or more
frequently, if needed.
Paying based on performance in some fashion is also a common component of many companies’ compensation
philosophies. For the most effective results, make sure you’re evaluating performance fairly and consistently
and that expectations are clearly communicated to employees. Additionally, many companies are incorporating
more timely performance management tactics in an effort to turn what is often viewed as an ineffective, time-
consuming process into a communication-focused process designed to enhance employee development and
both individual and team performance. Employees don’t want to be told how their performance could have been
better last summer; instead, they want to know precisely what they can do to improve moving forward (and thus,
how they’ll be rewarded).
Training & Applying
To ensure an effective pay system, be sure to create and communicate clear standards for hiring, promoting,
offering lateral and progressive job opportunities, and making pay adjustment decisions for situations related to
job enrichment, internal or market inequities, demotions, evaluated performance evaluations, and so on.
Well-trained managers are a critical component of a successful compensation program. Such managers know
how to manage pay and communicate about compensation and performance effectively, helping to ensure that
employees are invested in their work with the company and the rewards that accompany their actions.
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Paying People Right: How to Attract & Retain Great Employees On A Budget
Building Your Compensation System
Every pay philosophy is different from one
company to the next, because each employer has
a significant number of unique factors to consider.
From industry to location to size, employers
have to carefully consider these factors when
determining the competitive position they’d like
to take on specific pay components like base
salary, incentives, benefits, and retirement. They
must also think about how these pay components
factor into hiring, retention, and engagement
strategies.
For instance, base salary is clearly a foundational element used to identify a core “competitive value” and provide
a baseline level of security. Salary is often appreciated for its ability to attract and retain, though it may not have
as much power to engage employees as, say, annual incentives or benefits. Most companies aim to pay around
the 50th percentile (by definition!) for base salary to help send the message that they’re committed to maintaining
a fair and equitable workplace.
With performance-based components like annual incentives, however, some companies target pay at above the
50th percentile, depending on their emphasis on performance and the extent to which they want compensation to
be truly variable and, hence, often more aligned with financial results.
Compensation Strategy
One’s compensation strategy comprises two key elements: your desired level of competitiveness, and your target
labor markets. The desired, or target, competitiveness is typically based on how high or low a company believes it
needs to pay in order to attract and retain the type and level of talent it needs to help drive business success. As
discussed earlier, it is entirely reasonable for employers to fine tune competitiveness by various talent segments
within the organization. About 80% of companies say they target the 50th percentile, though it’s up to each
organization to decide how competitive they’d like to be.
Defining the target labor market is just as essential. The ultimate decision answers the question “Where do you
hire people from and to whom do you lose people to?” Labor markets are generally defined using criteria of
company size, recruiting geography, and industry sector, though how these are applied differ by both type and
level of job. For instance, company size (whether revenue, assets, or number of employees) affects complexity
and scope, CEO pay levels almost always vary by size. Similarly, searches for CEO and other top executive
positions are generally national or even international in scope.
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Paying People Right: How to Attract & Retain Great Employees On A Budget
On the other hand, the job of an accounting
clerk does not change based on company size;
hence, size is not usually considered as a labor
market criterion. Given the typical pay levels of
this type of job, most candidates aren’t willing
to commute very far, and there is often a strong
supply of candidates in many local (especially if
urban in nature) areas—meaning that the labor
market will be largely local.
As is probably clear by now, you’ll likely have to look at labor markets and competitive strategy on a job by job
basis and not simply overall.
In fact, if you’re not adjusting your competitiveness for different types of jobs, you’re likely over- or underspending.
Salary Structures
The salary structure represents the range between the minimum and maximum values you’re willing to pay for
any given job. Each job will have its own place in the structure. After developing salary structures, you can then
begin to think about how you’re going to use it to hire, engage, and retain talent.
The typical hiring range tends to fall within the first and second quartile of the market value. In the first quartile,
you generally have employees with limited experience or training, while the second is often populated by
individuals who are qualified and experienced but whose skills are still developing. The third quartile typically
comprises employees who are fully qualified, experienced, and who perform well consistently, whereas the
fourth quartile typically includes talent with even more experience, training, and longer service, though the prime
determinant should be sustained performance and contribution.
Keep in mind that most compensation practitioners build symmetrical ranges, most often the traditional “80/120”
range, in which the minimum is 80% of the midpoint (the midpoint is typically viewed as the market target or
“going rate”) and the maximum is 120% of that same midpoint.
Perhaps a better way of designing a structure is to set a minimum that approximates a hiring range for that
particular job and to set a maximum that approximates the most a company is willing to pay above market
(midpoint) for a top performer who is still doing that job. This means a range doesn’t need to be symmetrical, but
it does need to suit the company’s need to hire, develop, and reward employees appropriately.
We can have a similar discussion on the subject of the distance between adjacent ranges or range midpoints.
One model is to have the same percentage distance between each range across the company (say, 7.5% or 10%).
A more flexible approach—and one that is more consistent with the realities of jobs at various organizational
levels—is to start with relatively small shifts (say, 10%) at the lowest levels of the company and increase those
distances (perhaps to 15%, 20%, and 25%) as job size increases.
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Paying People Right: How to Attract & Retain Great Employees On A Budget
Analytics
We’ve talked about assessing market
competitiveness and internal equity in a variety of
ways. While such assessments are essential and
typically form the analytical backbone of good
compensation programs, it pays (pun intended!)
to look both a little deeper and broader to test
whether your current program is truly competitive,
whether you are spending your money wisely, and
whether you are managing and rewarding your
talent as effectively as possible.
For example, you would probably expect, all things being equal, that your longer-tenured and higher performing
people would be paid higher in their market-based ranges than employees who are lower-performing and/or
were hired more recently. Counter to that expectation, a recent study showed a situation in which the highest
paid people were also the shortest-tenured and lowest performers; and the reverse was also generally true. This
study is not necessarily reflective of typical practice — the key take-away is how useful such an analysis can be in
determining if your company has put its money where its proverbial mouth is! Each company should test its pay
strategies to see if they are really working.
As another example, you might find that overall you are paying competitively, as indicated by how closely
the market target line matches your company’s policy (midpoint) line or your actual pay line. And you might
decide you’re good to go—end of story! On the other hand, you might take a look at a particular job family
(say, biochemist) and dive into the staffing allocation as it compares to the market—that is, how do your staff
proportions (number of employees in a job family by level) across, say, 6 levels compare to practices in the
marketplace?
If you find that your population skews to the high side (you have more level 5s and 6s and fewer levels 1s and 2s),
that indicates much higher overall costs, despite the fact that your jobs are paid competitively. If your business
model is such that you need that type of skew to be successful, then you can be comfortable that your pay levels
and staffing allocations are well aligned with your strategies. If, on the other hand, this skew came to be more
from loose promotion policies and ineffective management than from a clear business need, your costs will be
out of line and in need of fixing.
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Paying People Right: How to Attract & Retain Great Employees On A Budget
Pay Delivery
There are many shifts taking place within the
workplace with a goal of better facilitating an
effective pay-for-performance approach to
compensation. Many organizations, especially
those with knowledge workers, are moving away
from a focus on tasks and related performance
measures to an emphasis on facilitating individual
and team performance and the employee
development needed to help achieve those
levels of performance. Additionally, to make
performance more of a future-focused endeavor
than a “what have you done for me lately”
conversation, managers are having more frequent
conversations with their people, and additional
feedback structures have been implemented
to support a two-way dialogue. This is in sharp
contrast with the once-a-year, quantitative
rankings of the past. While pay for performance is
still favored, it is becoming much more nuanced
than formulaic.
Studies show there’s still lots of room for organizations to improve their pay-for-performance and performance
management models. In an HRsoft survey, 48% of respondents said they were moderately dissatisfied with their
current systems, while 19% said they were completely dissatisfied.
That said, while some employers may want to start from scratch to redesign their programs, many organizations
may not need to completely overhaul their pay-for-performance system. Some companies have decided to take
what works from the existing system and simply integrate those components with new strategies and tactics.
For instance, one increasingly popular tactic is giving managers more power to make pay decisions within broad
guidelines. After all, they’re the ones who are most familiar with their employees’ performance and their own
budgetary parameters, so giving them more of a say can help ensure more informed pay decisions. And may also
help employees better understand the whys and wherefores of their own pay and performance.
Options to Consider
In low-budget situations, many employers (and managers!) are naturally weary of merit increases. Here, we’ll
explore a few specific options for paying fairly while also working within a limited budget.
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Paying People Right: How to Attract & Retain Great Employees On A Budget
One approach could be to distribute the budget evenly, but as you might imagine, this option is not typically well-
received by high performers. Such an approach is much less problematic in situations where budgets are tiny,
e.g., in the 1 to 1 ½ % range, but less palatable when managers have 3% or more to play with.
Another approach might be to eliminate a salary increase altogether except for your A-players. Again, however,
this could be a difficult message to deliver, and might have a seriously negative impact on your company culture.
A third option is to take not an “either/or” approach, but instead to focus on broadening your overall employment
value proposition or total reward offering and integrating compensation into that package. With this approach,
your company will have the benefit of explicitly and implicitly providing both tangible and intangible rewards for
attracting and engaging employees.
A fourth option is to provide salary increases only where you identify market gaps. To do this, you can identify a
target market reference point and provide increases only when employees who are performing well are being
paid below that point. In this model, performance-based payments are made using only variable dollars. As in
any pay-for-performance system, this approach will work only if the company has well-defined goal setting and
performance evaluation processes supported by clear and effective communication between manager and
employee.
Ultimately, the option(s) you select will depend on your company’s current retention, engagement, and
performance goals, as well as its culture and salary increase budget.
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Paying People Right: How to Attract & Retain Great Employees On A Budget
Summary
We’ve discussed many aspects of paying
employees fairly throughout this guide, so let’s
take a moment to review a few key concepts.
Today’s market realities impose certain challenges on employers. With tight salary increase budgets,
the easy availability of (not always high quality) pay information online, and an increased demand for
transparency, compensation professionals are facing more pressure than ever before to make careful pay
decisions. There are also many quickly evolving compliance and regulatory factors to track and consider.
Paying people fairly can be broken down into three main steps: planning, documenting and analyzing,
and training and applying. Because the market changes constantly and some high-skill positions
are difficult to fill, it’s important to develop a routine for performing regular and accurate benchmark
assessments.
For most companies, an effective compensation system must start by being “appropriately competitive.”
Oftentimes, the target is to pay at around the 50th percentile, although companies need to take into
account their different talent segments, which might require more frequent adjustment, higher market
targets, or both. Reviewing internal pay equity is as important as analyzing the market. Your salary
structure is where those two components meet, so make sure your structure is well-designed, clearly
communicated, and supports your hiring, retention, and performance strategies. You might also want to
take a deeper and broader look to test things like your staffing allocation and your overall relationship
between performance, experience, and pay levels. This can help ensure you are able to clearly see both
the forest and the trees!
The majority of companies are in favor of linking compensation to performance, but it’s clear there’s room
for improvement in terms of how this is implemented. Employees are seeking more frequent and future-
focused performance feedback, which may help them grow, contribute to the success of the company,
and stay engaged. When it comes to pay delivery, most companies will need to take a holistic look at
total rewards and be sure to factor in intangible elements to create a more powerful employee value
proposition. As such, all aspects of reward need to be considered.
The precise methods you choose to implement to pay people fairly is still up to your organization, but now you
have many options to consider. By looking at both internal and external pay factors and weighing these against
your company goals, you can create and apply a more powerful compensation plan to benefit both your skilled
high performers and your organization overall.
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Paying People Right: How to Attract & Retain Great Employees On A Budget
About the Contributors
Andy Rosen | Principal, Andrew Rosen Consulting
Andy Rosen is a highly-experienced management consultant, consulting firm executive, and board member with more than 40 years of business experience. He is principal with Andrew Rosen Consulting, a compensation/reward consulting firm, and a member of the advisory board of Plus3 Network, a company that encourages employees to become more active by directly linking their activities to charitable contributions. He earned an MBA in Finance from the Wharton School.
Deb Grigson | Founding Partner, eConsultingNetwork
Deb Grigson is a founding partner at eConsultingNetwork, a compensation consulting and technology firm founded in 2005. She is co-developer of JobBlox, TM, a simple yet powerful web-based job content/job description management solution. Prior to establishing eConsultingNetwork, Deb was an Assistant Vice President at Aon Consulting, providing compensation and related technology consulting to a wide range of organizations. She earned a Master’s in Education, Psychology/Education from Bucknell University.
ResourcesHRsoft is a cloud-based, High Impact Talent Management™ software
company that specializes in improving employee engagement
and retention for mid-large sized employers. Our High Impact
Talent Management System™ includes modules for compensation
management, applicant tracking, management software, total rewards,
stay interviews, and content management.
Phone: 866.953.8800 | Email: [email protected] | Web: http://hrsoft.com
About the Contributors
Andy Rosen | Principal, Andrew Rosen Consulting
Andy Rosen is a highly-experienced management consultant, consulting fi rm executive, and board member with more than 40 years of business experience. He is principal with Andrew Rosen Consult-ing, a compensation/reward consulting fi rm, and a member of the advisory board of Plus3 Network, a company that encourages employees to become more active by directly linking their activities to charitable contributions. He earned an MBA in Finance from the Wharton School.
Deb Grigson | Founding Partner, eConsultingNetwork
Deb Grigson is a founding partner at eConsultingNetwork, a compensation consulting and technol-ogy fi rm founded in 2005. She is co-developer of JobBlox, TM, a simple yet powerful web-based job content/job description management solution. Prior to establishing eConsultingNetwork, Deb was an Assistant Vice President at Aon Consulting, providing compensation and related technology consult-ing to a wide range of organizations. She earned a Master’s in Education, Psychology/Education from Bucknell University.
Brian Sharp | Chief Marketing Offi cer, HRsoft
Brian Sharp is the Chief Marketing Offi cer at HRsoft, a High Impact Talent Management™ software compa-ny that specializes in cloud-based software solutions to improve employee engagement and retention.
With over 20+ years of marketing and management experience, Brian has been involved in the start-up, development and successful exits of three companies. As an award-winning speaker, he is a frequent presenter and author on the topic of HR technology & strategy. At HRsoft, he is responsible for product marketing and company branding across North America.
Copyright © 2017 HRsoft Page 15
Paying People Right: How to Attract & Retain Great Employees On A Budget
About the Contributors
Andy Rosen | Principal, Andrew Rosen Consulting
Andy Rosen is a highly-experienced management consultant, consulting firm executive, and board member with more than 40 years of business experience. He is principal with Andrew Rosen Consulting, a compensation/reward consulting firm, and a member of the advisory board of Plus3 Network, a company that encourages employees to become more active by directly linking their activities to charitable contributions. He earned an MBA in Finance from the Wharton School.
Deb Grigson | Founding Partner, eConsultingNetwork
Deb Grigson is a founding partner at eConsultingNetwork, a compensation consulting and technology firm founded in 2005. She is co-developer of JobBlox, TM, a simple yet powerful web-based job content/job description management solution. Prior to establishing eConsultingNetwork, Deb was an Assistant Vice President at Aon Consulting, providing compensation and related technology consulting to a wide range of organizations. She earned a Master’s in Education, Psychology/Education from Bucknell University.
ResourcesHRsoft is a cloud-based, High Impact Talent Management™ software
company that specializes in improving employee engagement
and retention for mid-large sized employers. Our High Impact
Talent Management System™ includes modules for compensation
management, applicant tracking, management software, total rewards,
stay interviews, and content management.
Phone: 866.953.8800 | Email: [email protected] | Web: http://hrsoft.com
Copyright © 2017 HRsoft Page 15
Paying People Right: How to Attract & Retain Great Employees On A Budget
About the Contributors
Andy Rosen | Principal, Andrew Rosen Consulting
Andy Rosen is a highly-experienced management consultant, consulting firm executive, and board member with more than 40 years of business experience. He is principal with Andrew Rosen Consulting, a compensation/reward consulting firm, and a member of the advisory board of Plus3 Network, a company that encourages employees to become more active by directly linking their activities to charitable contributions. He earned an MBA in Finance from the Wharton School.
Deb Grigson | Founding Partner, eConsultingNetwork
Deb Grigson is a founding partner at eConsultingNetwork, a compensation consulting and technology firm founded in 2005. She is co-developer of JobBlox, TM, a simple yet powerful web-based job content/job description management solution. Prior to establishing eConsultingNetwork, Deb was an Assistant Vice President at Aon Consulting, providing compensation and related technology consulting to a wide range of organizations. She earned a Master’s in Education, Psychology/Education from Bucknell University.
ResourcesHRsoft is a cloud-based, High Impact Talent Management™ software
company that specializes in improving employee engagement
and retention for mid-large sized employers. Our High Impact
Talent Management System™ includes modules for compensation
management, applicant tracking, management software, total rewards,
stay interviews, and content management.
Phone: 866.953.8800 | Email: [email protected] | Web: http://hrsoft.com
Copyright © 2017 HRsoft Page 15
Paying People Right: How to Attract & Retain Great Employees On A Budget
About the Contributors
Andy Rosen | Principal, Andrew Rosen Consulting
Andy Rosen is a highly-experienced management consultant, consulting firm executive, and board member with more than 40 years of business experience. He is principal with Andrew Rosen Consulting, a compensation/reward consulting firm, and a member of the advisory board of Plus3 Network, a company that encourages employees to become more active by directly linking their activities to charitable contributions. He earned an MBA in Finance from the Wharton School.
Deb Grigson | Founding Partner, eConsultingNetwork
Deb Grigson is a founding partner at eConsultingNetwork, a compensation consulting and technology firm founded in 2005. She is co-developer of JobBlox, TM, a simple yet powerful web-based job content/job description management solution. Prior to establishing eConsultingNetwork, Deb was an Assistant Vice President at Aon Consulting, providing compensation and related technology consulting to a wide range of organizations. She earned a Master’s in Education, Psychology/Education from Bucknell University.
ResourcesHRsoft is a cloud-based, High Impact Talent Management™ software
company that specializes in improving employee engagement
and retention for mid-large sized employers. Our High Impact
Talent Management System™ includes modules for compensation
management, applicant tracking, management software, total rewards,
stay interviews, and content management.
Phone: 866.953.8800 | Email: [email protected] | Web: http://hrsoft.com
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