The events of the last couple of months have caused the world to look at and re-think the meaning of equality. Human Resources professionals have been considering equality in terms of hiring practices and pay for many years. Initially, HR was concerned about compliance because of legislation surrounding fair pay and non-discriminatory hiring. However, I have seen a shift starting with the millennial generation where the focus is more on “doing the right thing” in terms of equality and non-discrimination rather than doing those things because the law says it must be done.
Q&A From Webinar With CURO: The Impact of COVID-19 on Pay Equity, Job Descriptions, and Compensation
On May 6th, I had the pleasure of co-presenting a webinar entitled “The Impact of COVID-19 on Pay Equity, Job Descriptions, and Compensation” with Ruth Thomas, co-founder of CURO. CURO provides software which enables organizations to drive business performance through employee engagement while ensuring pay transparency, equity, and compliance.
We are experiencing an unprecedented time. Ruth and I discussed the effects that COVID is having on compensation, pay equity, and job descriptions. Additionally, we provided some things to consider right now regarding job descriptions and the effect on compensation during a very different work experience.
We received quite a few questions from the webinar audience, so I am sharing the Q&A to provide information on the topics covered.
COVID-19 continues to change the world as we once knew it. It will likely be months before we experience some semblance of normalcy. In my last blog post, I talked about the importance of ensuring that your job descriptions accurately reflect the current state of each job. Unfortunately, job descriptions are often created and then forgotten even though the jobs they represent are constantly changing. I tell my clients that job descriptions should be living and breathing documents that are reviewed and updated frequently. Job descriptions not only help us guide our employees on the expectations of the job and provide us with a yardstick to measure performance, but they also help us assess another very important part of HR – Compensation. In uncertain times like these, how we calculate employee compensation is bound to change. And job descriptions, specifically the essential functions and qualifications sections, offer us the most insight into how to determine the appropriate pay level for employees.
Coronavirus has changed everything in our lives. It has especially changed the way we work. Telework has become the norm worldwide and businesses are trying to maintain their productivity while navigating this new reality. Employers that do not operate with telework as part of their cultural norm may struggle with how to assess performance without having the ability to visually witness the work being done. Job descriptions are the answer.
Are you a small business that wants to implement a pay for performance philosophy, but nervous about committing to large merit increases for your high performers? Or are you a large organization that wants to reward high performers for work that has been accomplished and not what might happen in the future? If so, then this post is for you!
Happy New Year! While everyone thought the most wonderful time of the year had ended, it is just beginning for Compensation! Many companies are working diligently at performance reviews so that the merit process can get underway, bonus recommendations can commence, and equity grants can be distributed. While many compensation professionals dread this busy time, it can also be invigorating. It is a time to really showcase your value and run on all cylinders.
I thought I would change-up my blog post a bit this time and provide some tips that I use during the busy season in order to keep my sanity!
This season of thanksgiving has me doing a great deal of reflection on what I appreciate – particularly in my professional life. If I could boil it down to one word, it would be relationships. During our careers, so much emphasis is put on networking and many of us get so involved in our work that it is difficult to find the time to maintain relationships as we move through our career. However, those connections that you have made through the years are the key to your success.
I am frequently asked about my opinion regarding effective job analysis – gathering, reviewing, and analyzing job tasks and responsibilities. There is a school of thought that one must witness the job duties being performed in order to validate job description content. Many of you may have been involved in what HR professionals refer to as “desk audits” where employees are observed doing their jobs at different times of the day and days of the week and track what they do and for how long. In addition, managers are interviewed regarding their view of the job responsibilities.
I am sure many of you have heard about the Google doc heard round the world containing the salaries that Microsoft employees shared anonymously in a spreadsheet so that they “can all get paid more together”. Employees shared years of experience, tenure at Microsoft, merit %, base pay, bonus, and stock information. Almost 400 employees provided data. This phenomenon prompted a website to be created for engineers at different companies to share their salaries – a unionizing type of approach to increase compensation across the tech industry.
As a consultant and one who has a passion for Compensation, I get asked about career pathing or career ladders regularly. Employers spend a great deal of time and effort to create career paths that demonstrate to employees the requirements for moving to the next level in their job track. Job descriptions play a huge part in this process because the bulk of the information differentiating the levels is found there: education, experience, skills, certifications, responsibilities that the employee must be able to perform, etc. Additionally, most career pathing includes competencies (I recommend that my clients also include these in the job description). Competencies disclose the level of skill required to be able to do well in a specific job role. In order to demonstrate competence, workers must be able to perform certain tasks or skills with a required level of proficiency. As you can imagine, developing all of this information is very time consuming.
Meet The Comp Chick
The Comp Chick, aka, Jennifer Peacock has more than 25 years of diverse experience in human resources ranging from consulting to corporate HR leadership. She started The Comp Chick blog as a way to show her peers that Compensation doesn't have to be boring or difficult.
The Comp Chick, aka, Jennifer Peacock has more than 25 years of diverse experience in human resources ranging from consulting to corporate HR leadership. She started The Comp Chick blog as a way to show her peers that Compensation doesn't have to be boring or difficult. All information included in this blog is opinion.