- Dr. Elena Belogolovsky, Assistant Professor, Cornell University, Department of Human Resources Studies, ILR school, Cornell University and co-author of “The Impact of Pay Secrecy on Individual Task Performance”
- Samantha Harak, CCP, Manager, Compensation at Softchoice
- Syma Khan, CHRP, Senior Manager, Compensation at Loblaw Companies Limited and Director, Total Rewards for the Peel Chapter of the Human Resources Professional Association
- Dr. Anita Orozco, Director, Human Resources, Sonneborne LLC.
- Compensation is a sensitive topic and poorly understood compensation and rationales behind compensation decisions can be demotivating and even lead to turnover.
- Managers often don’t fully understand compensation philosophy, principles, and compensation plans themselves, which can lead to poorly thought-out compensation decisions and sharing misinformation with staff.
- Managers find compensation conversations difficult and can fall back on “that is what HR told me to do” to avoid conflict rather than taking on a leadership role in compensation discussions.
- Employee pay satisfaction and employee commitment to the organization go hand-in-hand. While employees' pay satisfaction is heavily influenced by their manager, most managers feel ill-equipped to discuss compensation.
- Managers need knowledge of organizational pay practice and communication skills to have effective compensation conversations with staff.
- McLean & Company’s employer-initiated and employee-initiated compensation conversation models will enable managers to have effective compensation discussions.
Impact and Result
- Improve managers’ understanding of pay practice and how compensation decisions are made.
- Increase managers’ comfort level in having compensation conversations with staff and improve the effectiveness of those conversations.
1. Train managers on pay practices and effective compensation discussions
Increase the effectiveness of compensation conversations with staff.
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