In this CompDoctor article, Jim Fox and Bruce Lawson answer the following question about the importance of using minimum requirements in job descriptions:
We are completing a comprehensive job classification study and are in the process of drafting new job descriptions and class specifications for each job in the new structure. When we discuss the process with our department heads and employee representatives, we meet some resistance to the minimum qualifications we have proposed. The general reaction is that our minimum qualifications are too low, which leads to concerns that we will end up getting unqualified applicants. Employee comments are focused on the fact that they had to have higher qualifications when they were hired, and they want to know why we are dumbing down the requirements. Can you share some insights as to what the minimum qualifications are designed to do and why they are important?
In this CompDoctor article, Jim Fox and Bruce Lawson answer the following question about if broadening the types of organizations to include in a salary survey:
When my organization conducts salary surveys, they tend to look at cities and counties in our immediate area, some of which I know pay less than we do. However, my cousin works for an organization up North and he says their salary surveys include not only local organizations but some of the better paid larger cities throughout the country. Would my pay benefit increase if my organization took a broader view of organizations to survey?
In this CompDoctor article, Jim Fox and Bruce Lawson answer the following question about how to prepare as a organization for an expected new law regarding pay equity:
Given recent activity at the federal level, our state legislature is considering passing a law requiring gender pay equity. While this is not a new issue, it is likely to pass this year. We are trying to understand what that would mean and what we will need to do internally in the event that the pay equity bill passes. Can you help us determine what we need to do now so that we are prepared?
Larger organizations (over 10,000 employees) face a daunting challenge when looking to restructure their job classification system. This article offers insights on the pros and cons of two approaches using to position description questionnaires.
When organizations revise their compensation system, it’s imperative to accurately define the labor market. This article shares key characteristics organizations should consider as a starting point when defining their labor market.
Most organizations struggle with the conflicts between internal equity and market pricing. In this article, Jim Fox and Bruce Lawson discuss the pros and cons of both approaches, as well as variable factors that should be taken into consideration.
For organizations that want to attract, motivate and retain good employees, designing a strategic approach to pay is a critical component. Using a simple statement to communicate your pay strategy clearly is an important step to establish ground rules.
This article shares important tips and outlines the process organizations should take when considering the transition to a pay for performance model: including pay design in the performance evaluation system.
When conducting a total compensation study, one of the major issues to resolve is which labor market to use. This article helps to define criteria to assess whether organizations are comparable.
Most organizations struggle with the tough issue of pay compression. Although no one resolves the issue permanently, this article covers different salary management practices that can help to reduce the negative effects of pay compression.
