comp foundations: recruiting
TRANSCRIPT
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Introduc+on
Mykkah Herner, MA, CCP Modern Comp Evangelist
Chris S+emert Manager, Talent Acquisi+on
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54 Million Salary Profiles 10 Org types 350 Industries 15,000 Job Titles
2,300 skills, 4,200 cer+fica+ons
The World’s Largest Salary Database
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Americans 25+ years old
four-‐year college degree rate of 2.8%
Highly compe++ve talent market
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Pressure from managers AYer doing all that work to find the best candidate they want the highest skilled or experienced candidate That drives up hiring rates
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Pressure from recruiters
OYen they’re comp’d on how quick they can fill empty seats… which are easier to fill with high offers
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Pressure from candidates You’re not just compe+ng with offers from other poten+al employers
Candidates are now pi_ng you against their current employer to secure a stay raise or bonus
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So what do you do?
q Determine the hiring range
q Decide on your offer
q Communicate well
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Right strategy for the job?
comp strategy for the org, func+on, and role market data range width
Target Market or Compe++ve Set
Target Percen+le
+
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Right range width? ü Room to differen+ate pay by performance, skills, and experience
ü Organiza+onal level and func+on ü Is this a leveled job? ü How long to traverse the range?
Webinars for more info:
Labor Markets includes things to think about when
determining labor markets
Ranges includes how to change target percen+le
The hiring range should be a smaller por+on of the full range
MINIMUM
$50,300 $62,400
MIDPOINT MAXIMUM
$74,400
Hiring Range
Job Pay Range
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Calculate Hiring Range (First Quar+le)
Midpoint + Minimum 2
Minimum to
$69,000 $75,950 to
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Calculate Hiring Range (First Third)
Maximum -‐ Minimum 3
+ Minimum Minimum to
$69,000 $78,267 to
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Keep the value of the job front and center
MINIMUM
$50,300 $62,400
MIDPOINT MAXIMUM
$74,400
Star+ng with the job range helps ü Ensure alignment rela+ve to other jobs ü Apply the right compe++ve strategy to the job
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Consider the value the employee brings
MINIMUM
$50,300 $62,400
MIDPOINT MAXIMUM
$74,400
Where you place the employee within the range depends on ü Their unique contribu+on: skills, experience, results… ü Where exis+ng employees are in range ü Room for growth in the posi+on or in other posi+ons
When should you consider going outside
the hiring range? • Trifecta of right candidate right +me
• Hiring Manager has goken the budget approved for a new job at a higher level
• A candidate has great poten+al, but doesn’t meet the minimum requirements
What’s your deal? Employees and employers are in a rela+onship where they agree to things
• Exchange of value
• Mental math – does it add up?
Mix of compensa+on and rewards
Company culture, Benefits, Perks, Stock, etc
Base pay
Variable or incen+ve pay
Individualized rewards & recogni+on
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Workplace Currency ü Addi+onal/Alterna+ve Perks ü Staggered increase or offer ü FTE preference ü PTO ü Work assignments ü Development opportuni+es
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Elements of an offer checklist q Name, Title, Reports to, Start date q Salary q Variable Comp q Signing or Reloca+on Bonus q Equity q Overview of benefits, including 401k
q Highlights of major company perks q Notes about environment, flexibility q Key company culture highlights, diversity ini+a+ves, etc q Stats or commitment to learning & development, advancement q Ability to do meaningful work or have impact on company goals
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Are you big enough to have an offer process?
Hiring Manager Step 1: Demonstrate organiza+onal need for the job and obtain
budget approval Step 2: Create/update job descrip+on Human Resources Step 3: Determine hiring range (market value & internal alignment) Step 4: Coach hiring manager to make whole offer Hiring Manager Step 5: Make whole offer Step 6: Upon acceptance, inform HR to begin onboarding