Benefits and Compensation

Metrics: Don’t Go to Management Without Them

Metrics for Compensation and Benefits

Sullivan suggests that rather than trying to use a statistical method to evaluate pay fairness, use an employee survey on perceptions of pay fairness compared with work expectations. Here are the measures he suggests:

  • Amount in total compensation and benefits costs needed to generate a dollar of revenue. (Usually expressed in cents, e.g. 15¢ generates $1 in revenue.)
  • Percentage of top-performing employees who resigned for compensation-related reasons (from exit surveys).

The bottom line on Sullivan’s advice is this: Whether you love or hate metrics, these days you have to have them to prove your contribution to the bottom line, in language that management understands.


Comp program basics under attack? Attend BLR’s March 6 webinar, Compensation: How to Effectively Manage Base Compensation with Pay GradesClick here to find out more.


Approved for Comp and HR Recertification

This program has been approved for 1.5 recertification credit hours toward PHR and SPHR recertification through the Human Resource Certification Institute (HRCI), and for the Certified Compensation Professional (CCP®), Certified Benefits Professional® (CBP), Global Remuneration Professional (GRP®) and Work-Life Certified Professional (WLCP®) designations granted by WorldatWork Society of Certified Professionals.

Participate in this interactive webinar, and you’ll learn:

  • Tips to align your pay grades with a performance management strategy
  • How to create hierarchies, scales, and continuums that reflect real conditions in the marketplace
  • When to update the salary structure to keep it current and competitive
  • How to effectively reward your best employees
  • Strategies for effectively using benchmark, total cash compensation, and other data to establish a frame of reference for your positions
  • How to fill in the gaps using value criteria for job groupings not readily identified in the marketplace
  • Best practices for selling your reward message so it aligns with your organization’s values and operating style
  • The role of your compensation philosophy in driving pay for performance
  • How to be market competitive without paying too much

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Compensation:
How to Effectively Manage Base Compensation with Pay Grades
Tuesday, March 6, 2012
10:30 a.m. to 12:00 p.m. (PST)
11:30 a.m. to 1:00 p.m. (MST)
12:30 to 2:00 p.m. (CST)
1:30 to 3:00 p.m. (EST)

Join us on March 6—you’ll get the in-depth Compensation: How to Effectively Manage Base Compensation with Pay Grades webinar AND you’ll get all of your particular questions answered by our experts.

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  • One fee trains all the staff you can fit around a conference phone
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1 thought on “Metrics: Don’t Go to Management Without Them”

  1. It seems like there’s a bit of a tension between the two compensation metrics. On the one hand, it seems like you want to show that you’re really getting a lot of production/revenue for the compensation dollar; on the other, you’re saying you need higher compensation to keep people in the company: “We’re doing great with what we have; we need to pay more.” Or is the point to use the ratio to show the CEO what the company can get for its additional investment in compensation?

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