Special from Atlanta—SHRM Annual Conference and Exhibition
In yesterday’s Advisor, Payscale, Inc.’s Stacey Carroll, M.B.A., CCP, SPHR. offered key charts for evaluating compensation levels. Today, one more chart and Carroll’s cost-saving suggestions, plus an introduction to the checklist-based audit system that helps you find problems before the feds do.
Here’s a chart that will help with evaluating compa-ratios, says Carroll, who is Director of Professional Services & Education at PayScale, Inc.
Internal Compensation Review: Compa-Ratios
Job Title |
Grade |
Base |
Min |
Mid |
Max |
Compa-ratio |
Base>max? |
Team Leader-Administration |
7 |
95,000 |
54,136 |
64,579 |
76,109 |
1.471 |
YES |
Team Leader-Operations |
7 |
91,000 |
54,136 |
64,579 |
76,109 |
1.409 |
YES |
Sales Leader |
7 |
90,002 |
54,136 |
64,579 |
76,109 |
1.394 |
YES |
Team Leader-Operations |
7 |
83,200 |
54,136 |
64,579 |
76,109 |
1.288 |
YES |
Team Leader-Operations |
7 |
81,120 |
54,136 |
64,579 |
76,109 |
1.256 |
YES |
Team Leader-Operations |
7 |
79,997 |
54,136 |
64,579 |
76,109 |
1.239 |
YES |
CFO |
6 |
130,000 |
74,996 |
89,995 |
104,994 |
1.445 |
YES |
Applications Engineer III |
5 |
76,482 |
53,569 |
64,282 |
74,996 |
1.19 |
YES |
Machine Tool Builder III |
4 |
64,792 |
41,207 |
53,569 |
62,634 |
1.21 |
YES |
Machine Tool Builder III |
4 |
63,170 |
41,207 |
53,569 |
62,634 |
1.179 |
YES |
Machinist II |
3 |
55,411 |
37,200 |
44,640 |
52,081 |
1.241 |
YES |
Machinist II – Department Shift Lead |
3 |
53,560 |
37,200 |
44,640 |
52,081 |
1.2 |
YES |
Customer account manager |
2 |
54,000 |
31,000 |
37,200 |
43,400 |
1.452 |
YES |
Machine Tool Builder I |
2 |
46,509 |
31,000 |
37,200 |
43,400 |
1.25 |
YES |
Here’s a group of employees who have a compa-ratio greater than one; in fact, they earn more than the stated maximums for their positions.
Key Questions for Consideration:
- Has XYZ properly defined ranges for all positions?
- Does compensation for individuals who earn more than the stated maximum for their roles warrant further scrutiny—is there a “red circle” opportunity here?
- Does compensation for specific grade levels warrant further scrutiny?
In all the cases above, charting has helped identify areas for further study.
Find problems before the feds do. HR Audit Checklists ensures that you have a chance to fix problems before government agents or employees’ attorneys get a chance. Try the program at no cost or risk.
Five Cost Saving Suggestions
Carroll recommends that employers consider the following possible cost saving ideas:
- Re-evaluate the current market rates for all new hires (replacement and new positions) to avoid the “overpayment” tax in current and future years
- Implement a “red circle” policy to freeze the salaries of all—or a subset—of employees that are over current market rates, eliminating costs associated with performance management and salary reviews
- Institute/reinforce a pay-for-performance approach to salary reviews, increasing salaries only for individuals with stellar performance, thus reducing annual performance increase costs
- Create rigorous salary limits for certain positions/grades (entry level positions may be a place to start)
- Refresh data on current market rates at least every 6 months to ensure that XYZ’s pay ranges are not inconsistent with current market rates
From compa-ratios to accommodation to intermittent leave, HRis a constant challenge, and the lawyers are dogging every move. So where are the legal risks? Unfortunately, they’re not obvious. There’s really only one way you can be sure that your systems are operating according to policy—regular audits. The rub is that for most HR managers, it’s hard to get started auditing—where do you begin?
BLR’s editors recommend a unique product called HR Audit Checklists. Why are checklists so great? Because they’re completely impersonal, forcing you to jump through all the necessary hoops one by one. They also ensure consistency in how operations are conducted. That’s vital in HR, where it’s all too easy to land in court if you discriminate in how you treat one employee over another.
Using the “hope” system to avoid lawsuits? (We “hope” we’re doing it right.) Be sure! Check out every facet of your HR program with BLR’s unique checklist-based audit program. Click here to try HR Audit Checklists on us for 30 days.
HR Audit Checklists compels thoroughness. For example, it contains checklists both on Preventing Sexual Harassment and on Handling Sexual Harassment Complaints. You’d likely never think of all the possible trouble areas without a checklist; but with it, just scan down the list, and instantly see where you might get tripped up.
In fact, housed in the HR Audit Checklists binder are dozens of extensive lists, organized into reproducible packets, for easy distribution to line managers and supervisors. There’s a separate packet for each of the following areas:
- Staffing and training (incorporating Equal Employment Opportunity in recruiting and hiring, including immigration issues)
- HR administration (including communications, handbook content, and recordkeeping)
- Health and safety (including OSHA responsibilities)
- Benefits and leave (including health cost containment, COBRA, FMLA, workers’ compensation, and several areas of leave)
- Compensation (payroll and the Fair Labor Standards Act)
- Performance and termination (appraisals, discipline, and termination)
HR Audit Checklists is available to HR Daily Advisor readers for a no-cost, no-risk evaluation in your office for up to 30 days. Visit HR Audit Checklists, and we’ll be happy to arrange it.
I get the impression that few employers really engage in extensive and regular compensation analysis. Too often, employers just continue with their existing compensation, increasing or reducing it by an across-the-board percentage.