Benefits and Compensation

What’s Your Market Position?

Yesterday, we looked at tips from BLR’s Senior Compensation Editor Sharon McKnight, CCP, SPHR, on aging your salary data. Today, McKnight’s insights on figuring out your market position—are you leading, lagging, or lead-lagging?

One of the primary elements of any compensation philosophy is the company’s stance on employee pay relative to the market. Essentially, there are three options: lead, lag, and lead-lag.

A company that leads the market seeks experienced talent and pays higher than market wages to attract and retain fully qualified employees. It sets pay at a rate anticipated for the end of the year. For example, the market rate for a position in January may be $30,000 but, to lead the market, they will “age” the salary to the start of the next year, paying ahead of the market (leading the market) until it catches up the following year.

A company that lags the market sets a pay rate at the current market level, perhaps limiting their recruiting effort. They may, however, offer training and development opportunities to help attract employees. Using our above example, an employer paying the current rate is behind the market (lags the market) for the remainder of the year., now thoroughly revved with easier navigation and more complete compensation information, will tell you what’s being paid right in your state–or even metropolitan area–for hundreds of jobs. Try it at no cost and get a complimentary special report. Read More.

A company that ages January market data to the middle of the year lead-lags the market. In other words, it leads the market for the first half of the year and lags the market during the second half. They may offer expanded benefits to attract employees but may not be able to attract the most qualified individuals in their labor market.

Aging salary data is not a complicated process and can be accomplished using a standard formula. The challenge is determining the aging factor to use in the formula. Some employers use their annual increase rate, while others may use the annual CPI as the aging factor (for more on aging salary data, see yesterday’s installment of CBDA).

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From evaluating your company’s market position to determining merit increases to designing affordable incentive plans for the coming year, compensation and benefits are never easy. “Maintain internal equity and external competitiveness, with benefits and compensation, and control turnover, but still meet management’s demands for lowered costs.” Sound familiar?

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