optimizing total rewards: controlling costs and maximizing business value mark englizian –...
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Optimizing Total Rewards: Controlling Costs and Maximizing Business ValueOptimizing Total Rewards: Controlling Costs and Maximizing Business Value
Mark Englizian – MicrosoftAllen Slade – MicrosoftTom Davenport – Towers Perrin
BU ILDIN G RELATIO N SHIPS PRO D U C IN G RE S U L T S TM
May 14, 2002
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Workshop objectives
Explain Total Rewards Optimization What it is How it works
Discuss how Microsoft used the approach successfully
Answer your questions about optimizing your investment in employee engagement and retention
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Workshop agenda
Why should you be concerned about optimizing rewards?
Microsoft’s people issues
TRO overview and approach
Microsoft case study
TRO modeling
Q&A
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Why should you be concerned about optimizing rewards?
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Q: Who agreed most strongly with this statement: “People are our most important investment”? Q: Who agreed most strongly with this statement: “People are our most important investment”?
Human resource executives
Line management executives
Strategic planning executives
Financial executives
Ex-spouses of CEOs
Who agreed Who agreed leastleast strongly? strongly?
Source: Towers Perrin People Strategy Benchmark Awareness and Attitude Study
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It’s time for a new metaphor
Highest Cost
“What does the employee cost the organization?”
Greatest Asset
“What is the employee worth to the organization?”
Most Important Investor
“What is the organization worth to the employee?”
Our employees are our...
Prehistoric 1991 1996
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What the organization delivers
Base salary
Variable pay
Recognition
Stock
Pay
Health care
Retirement
Savings
Time off
Benefits
Total Rewards
Career development
Performance management
Learning managementLearning & Development Work Environment
Leadership
Work/life balance
Trust and respect
Organizational climate
Line of sight/Involvement
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Percent Saying“A Lot of Personal Satisfaction”
Q: What gives people the most personal satisfaction?
Getting promotedfaster than expected 40% 50% 60% 70%40%
Source: Roper Starch
Getting a bigger-than-average raise 40% 50% 60% 70%
Receiving a compliment/memo from your boss 40% 50% 60% 70%
Knowing that you hada really productive day 40% 50% 60% 70%63%
53%
48%
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29%
31%
37%
29%
29%
62%
54%
31%
35%
41%
44%
42%
41%
79%
71%
The “High TSR” Talent Management Differentiators
0 or negative TSR
10%+ TSR
27%
Reputation in the job market
Competitive retirement benefits
Incentive pay tied to performance
Rewarding top performers
Selecting skilled employees
Providing recognition for talented employees
Developing leaders
Allowing employees to have “their job their way”
NOTE: Company groupings based on five-year Total Shareholder Return (TSR).
% of Employees Rating Their Company as “Good” or “Excellent.”
Source: Towers Perrin Talent Management Study
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Questions for participants
What major reward issues are you facing?
Are you more concerned about reward effectiveness (that is, employee behavior) or reward cost?
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Concepts relevant to the rest of our discussion
The “deal”
Reciprocity
Retention and engagement
Total rewards
Optimization
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Microsoft’s People Issues
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What were we thinking in Fall 2000?
Historically, Microsoft had a winning rewards formula Stock that produced wealth under the right
market conditions Conservative base salaries Small variable pay opportunity Generous benefits Engaging but challenging work environment
The effectiveness of this rewards formula decreased as share price declined and competitors became more aggressive with cash compensation
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What were we thinking in Fall 2000? (cont’d)
Responses to attraction and retention challenges had limited success MS Poll suggested dissatisfaction with cash
compensation Despite much data on employee attitudes,
surveys not designed to identify the rewards that encourage people to join or stay
The organization wanted to avoid the “silver bullet” approach to dealing with unwanted turnover
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What were we thinking in Fall 2000? (cont’d)
Therefore, total rewards response had to be Comprehensive, covering all reward quadrants Effective against competitors Reflective of the organization’s status as an
attractive — albeit maturing — company Clear link of rewards with contribution Flexible in accommodating individual needs
but also administratively practical Effective in ensuring that the organization
invests its reward dollars where they produce the greatest benefit (employee commitment and engagement)
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2002 HR mission: Create an environment where the industry’s most talented people can do their best work
Employee engagement Career development Mentoring Part-time/leave policy changes Rewards optimization
Management matters Cultural attributes Management development road map Manager portal
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Questions for participants
Do any of these challenges sound familiar?
What forms do they take in your organizations?
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Total Rewards Optimization (TRO) Overview and Approach
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Suppose you knew all this...
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...and could determine this
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What is the optimum
allocation of that investment to maximize retention?
What is the optimum level of
investment in employees?
$ Investment in Employees
Base pay
Bonus
Healthcare
Retirement plan
Learning anddevelopment
Retiree
medical
Workflexibility
Thrift planPaid time off
Towers Perrin’s Total Rewards Optimization (TRO) enables organizations to invest in rewards that maximize ROI
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Reflects cost constraints on investment
Develops an efficient frontier of optimum allocation of investments in retention
Determines an optimum investment level on the basis of program costs and turnover cost savings
Optimum solution may be to Increase retention by
changing allocation while maintaining the current level of investment
Maintain current level of retention at lower level of investment by changing allocation
Increase investment and retention to economically efficient level (marginal investment equals marginal turnover savings)
+ConjointAnalysis
PortfolioOptimizati
on
Optimum Level of
Investment
Optimum Allocation of Investment
= Is a surveying
method used for many years in marketing to capture subjective preferences
Asks employees to make trade-offs among program features as opposed to assessing the features individually
Is a more reliable forecast of behavior than traditional survey methods
Our approach to TRO consists of two primary activities
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Determining utilities
Marginal Utilities of Reward Levels
1
2
3
4
5
6
7
8
9
10
11
12
Current +5% +15%
Levels of Reward Elements
Work Flexibility
Manager Performance
Nature of Job
Bonus
Training
Stock Options
Base Pay
Sabbatical
Tuition Reimbursement
Career Path
401(k)
Health Care
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Determining utilities (cont’d)
Marginal Utilities of Reward Levels
1
2
3
4
5
6
7
8
9
10
11
12
1 2 3
Levels of Reward Elements
Work Flexibility
Manager Performance
Nature of Job
Bonus
Training
Stock Options
Base Pay
Sabbatical
Tuition Reimbursement
Career Path
401(k)
Health Care
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Comparing utilities
Relative Importance of Reward Elements
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Work Flexibility
Manager Performance
Nature of Job
Bonus
Training
Stock Options
Base Pay
Sabbatical
Tuition Reimb.
Career Path
401(k)
Health Care
for Base & Comparison Groups
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0 $100,000$100,000200,000200,000300,000300,000400,000400,000500,000500,000$600,000$600,000
Identifying optimal reward portfolios
Change in Cost ($000)
2-Y
ear
Rete
nti
on
(%
)
67%67%
70%70%
73%73%
76%76%
79%79%
82%82%
85%85%
64%64%
88%88%
91%91%
94%94%
Current Current level of level of investment investment and and retentionretention
Current Current level of level of investment investment and and retentionretention
(100,000)(100,000)
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Determining financial outcomes
Work Flexibility Work at home up to 20% of
time with supervisor approval
Manager Performance Manager provides more
autonomy, informal learning opportunities and business unit strategy information
Nature of Job More opportunities for
strategic projects and more engaging assignments
Bonus No change to current
performance bonus opportunity
Training At least 40 hours of training
annually per employee
Work Flexibility Work at home up to 20% of
time with supervisor approval
Manager Performance Manager provides more
autonomy, informal learning opportunities and business unit strategy information
Nature of Job More opportunities for
strategic projects and more engaging assignments
Bonus No change to current
performance bonus opportunity
Training At least 40 hours of training
annually per employee
Stock Options No change
Base Pay No change
Sabbatical Eight weeks paid after four
years
Tuition Reimbursement No change
Career Path Formal career map; extensive
internal job markets
401(k) No change
Health Care No change
Stock Options No change
Base Pay No change
Sabbatical Eight weeks paid after four
years
Tuition Reimbursement No change
Career Path Formal career map; extensive
internal job markets
401(k) No change
Health Care No change
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Determining financial outcomes (cont’d)
$0 $22,850
68.8%68.8% 87.5%87.5%
15.6%15.6% 6.2%6.2%
-9.4%-9.4%
-$76,963-$76,963
($54,113)($54,113)
237%237%
Annual turnover rate
Change in turnover rate
Change in turnover cost
Net change in cost
Net as % of Change in Reward Cost
Current Rewards
Proposed Rewards
Change in Reward Cost
2-yr retention %
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Consider your target variable
Retention
Engagement
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How much of a total cash compensation (base salary plus annual incentive)
increase would you expect if you left your job?
3%
3%
3%
7%
12%
16%
30%
24%3%
0% 10% 20% 30% 40% 50%
Source: Towers Perrin Talent Management Study
Q: How much of a pay increase do people expect from changing jobs?
Less than 5%
5 - 7%
8 - 10%
11 - 15%
16 - 20%
21 - 25%
26 - 30%
31 - 50%
51% or more
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Microsoft Case Study
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Project summary
Objective: Create a data-driven framework for evaluating changes (improvements or take-aways) to compensation, benefits and other employee programs by analyzing the impact on retention and cost
Scope: Focus on cost and the impact of rewards on retention, rather than other objectives behind reward elements (employee motivation, community relations, etc.)
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Focus Groups andSurvey Design
January 2001February
2001 March 2001 April 2001
Analysis, Interpretation
and Recommendati
ons
Implementation Planning and
Results Monitoring
Cost Calculation
Survey Administration
Step 1
Step 2
Step 4 Step 5
The project unfolded over about four months
Step 3
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Initial insights
The results were similar across job family, level and tenure However, the highest stock-rated population
has a higher preference for stock, bonus and sabbatical...
And an equal preference for base pay, as compared to the lowest stock-rated population
Traditional reward levers (in isolation) have poor payoffs
Nontraditional rewards have high payoffs (in isolation)
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Actions
Policy changes we are already driving… Invest in manager effectiveness Eliminate “no poaching” rule Expand LOA
… are projected to have the following impact $20m investment 21% decrease in attrition (from 10% to 7.9%) $30m reduction in cost of attrition Net savings of $10m
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Innovations
Interactive decision tool “Data dialogue” driving decisions
Conjoint Put employees into the domain of constrained
choices
Collaboration Between cost data and attitude data Between Compensation, Research and
Finance
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Deal scenarios
Trade Bonus Trade Bonus for Basefor Base
Maximize Maximize PayoffPayoff
Maximize Maximize RetentionRetention
Cut CostCut Cost
Fixate on Fixate on Cash SalaryCash Salary
Improve Improve Retirement Retirement BenefitsBenefits
SCENARIO ELIMINATE ADDCHANGE IN REWARD COST
CHANGE IN ATTRITION
CHANGE IN TURNO VER COST (SAVINGS)
NET COST (SAVINGS)
No Bonus
No Bonus
NA
No bonus
NA
NA
+10% base pay
Improve manager effectiveness
Remove “no poaching”
40 hours of training Improve nature of
job Paid sabbatical Telecommuting
Improve manager effectiveness
Remove “no poaching”
40 hours of training Improve nature of
job Paid sabbatical Telecommuting
+10% base pay
Double 401(k) match
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Q: Where is manager performance best (and worst)?
Customer focus
Multitasking
Working with diverse workforce
Transforming ideas into words and actions
Recognizing and solving problems
Coaching and mentoring
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69%
56%
44%
51%
31%
69%
0% 100%
Help people discover how they
contribute
Build teams with diverse
backgrrounds, skills, perspectives
Help people interpret information
from multiple sourcesHelp people interpret information from multiple sources
Build teams with diverse backgrounds, skills, perspectives
Help people discover how they contribute
Managers see their roles evolving
NOW
3 TO 5 YEARS FROM NOW
CONNECTING PEOPLE WITH GOALSCONNECTING PEOPLE WITH GOALS
TEAMWORKTEAMWORK
COMMUNICATIONCOMMUNICATION
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NOW
3 TO 5 YEARS FROM NOW
51%
62%
37%
58%
40%
53%
0% 100%
Managers see their roles evolving (cont’d)
Give people opportunity to earn what they value most
Introduce many learning options, help people choose
Help people take change initiative
CHANGECHANGE
COACHINGCOACHING
REWARDSREWARDS
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Interactive Mini-CaseInteractive Mini-Case
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42Where do we start???
Mini-case study: B&C Inc.
Business: Clothing retailer with 20 stores in the Northeast
Revenues: $1b
Employees: 10,000 front-line employees (cashiers, stockers, sales clerks)
Presenting issue: Unwanted turnover of 100% per year at a cost of more than $30m per year; customer satisfaction scores at an all-time low
Situation: Highly autonomous store management with many “silver bullet” horror stories; Wall Street expects 5% profit margin improvement
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Exercise 1: Frame the problem
You have three minutes in the elevator to convince the CEO to take action to analyze and act on a turnover problem. What will you tell her about...
Where the problem is most acute
Which implications are the most dramatic Cost of turnover Revenue lost from customer
dissatisfaction Institutional knowledge lost
How employees and managers will be engaged in solving the problem
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Exercise 2: Hypothesize the reward elements
You’re conducting a focus group to pin down the reward elements to be analyzed. What kinds of questions will you ask to...
Get a sense of what’s important to people?
Ensure that you have information on the full range of total rewards?
Ensure that you are specific about elements within reward categories?
Use terms that have meaning for employees?
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45
Exercise 3: Interpret results
Your survey produces these results. How would you explain these to the CEO?
88
63
0
25
50
75
100
Low Medium High
98
80
0
25
50
75
100
Low Medium High
100
50
0
25
50
75
100
Low Medium High
6055
0
25
50
75
100
Low Medium High
Pay
Learning & Development
Supervision
Benefits
Perc
eiv
ed
Valu
eP
erc
eiv
ed
Valu
e
Perc
eiv
ed
Valu
eP
erc
eiv
ed
Valu
e
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46
Exercise 4: Interpret the curve
How much should you spend to reduce turnover?
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
($30)($20)($10) $10 $20 $30 $40 $50 $60 $70 $80 $90 $100$110$120$130$140$0
Added Total Rewards Cost ($mm)
Pre
dic
ted
Rete
nti
on
In
cre
ase
RetentionIncrease
TurnoverSavings Cost
10%
20
30
40
45
$12.3 mil
24.6
36.9
49.2
55.4
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Q&A