If you work in international HR, you know how important market data is for the management of your international operations. Finding reliable data in all of your countries is undoubtedly a challenge.
Users of salary surveys are accustomed to referring to the market data in terms of a percentile. The most common percentile of reference is the median average or 50th percentile.
One of the most important steps in deciding on a salary survey is identifying which other employers are included as participants, and their relevance for your company.
Employers use salary surveys to measure the market and remain competitive. But making such a comparison can be quite difficult, even misleading.
My business is focused on advising employers on how best to structure their compensation and benefits programs in developing and high-growth markets. We have a particular expertise in Africa, where our compensation and benefits surveys cover all 54 countries.
Now more than ever, employers need to focus on their competitive position to attract, retain and motive staff. It usually starts with buying a salary survey, but then what? This post outlines the top ten steps to follow to achieve a robust and competitive compensation approach.
Compensation professionals all use salary surveys as inputs into the management of salaries in their respective organizations.
More and more companies are consolidating operations into regional centers, using a base in one country to manage businesses in multiple markets.
Performance management is a mess. Critics suggest we should just throw in the towel and cut our losses. But the demise of performance appraisals is premature. A new approach is needed based on jobs, not objectives.