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.

Employers have always used salary survey data based on incumbent data for compensation management. But incumbent data is personal, not job-based. It's time to reject conventional wisdom and use a job-based approach. We have a solution.

The Elizabeth Glaser Pediatric AIDS Foundation was seeking assistance with the management of their compensation program. Prior to engaging Birches Group, they centralized the responsibilities for pay management at headquarters and created salary structures. But the team recognized the need for professional guidance and expertise.

The Institute of International Education developed a strong, market-driven approach to compensation for their field offices, including salary structures and a consistent grading system. But they lacked the internal resources to maintain the structures across a very diverse group of countries. They faced additional challenges in selected markets due to...

The International Potato Center (commonly known as CIP) is part of the CGIAR consortium of research centers dedicated to agricultural research and food security. With headquarters in Lima, Peru, and country offices in 20 developing countries, CIP was facing stiff competition for talent and other issues with their pay structure....