General Compensation

Washington Salary History Ban

By |2019-10-29T13:34:00-08:00October 29th, 2019|Benchmarking & Pay Structure Development, Executive Compensation, General Compensation, Sales Compensation Design, Short & Long Term Incentive Plan Design, Videos|

Washington state has implemented a salary history ban. In early May, Washington state signed the Washington Equal Pay and Opportunities Act. The act imposes pay transparency requirements that go beyond most other pay equity laws. This will likely affect most employers in our state. Here's what you need to know: Prohibits

Compensation and Retention: The Millennial Workforce Challenge

By |2019-09-18T13:09:28-08:00July 17th, 2019|Benefits Assessment, Blogs, Communications, General Compensation, Retention, Trends|

Compensation and Retention: The Millennial Workforce Challenge Competition for talent is especially fierce when it comes to younger Millennial professionals who want jobs that fit their active lifestyle, support their desire for work-life balance, and meet their fast-tracked professional growth goals. If they feel disengaged or a position isn’t meeting their expectations for personal

Washington State Implements Salary History Ban

By |2019-09-24T06:58:21-08:00June 5th, 2019|Benchmarking & Pay Structure Development, Blogs, Communications, Executive Compensation, General Compensation, Pay Equity Compliance, Sales Compensation Design|

In early May, the Washington state governor signed the Washington Equal Pay and Opportunities Act (EPOA). This act imposes pay transparency requirements that go beyond most other pay equity laws and will likely affect most employers in our state. Here’s what you need to know: The EPOA prohibits Washington employers from inquiring

Pay Transparency

By |2019-05-13T15:39:23-08:00May 13th, 2019|Benchmarking & Pay Structure Development, Blogs, Communications, General Compensation, Sales Compensation Design, Short & Long Term Incentive Plan Design|

Trending: Pay Transparency Trying to find an appropriate balance when discussing how you determine pay and what an employee’s earning potential is, can be tough. As we continue to see concerns about wage gaps, pay inequities and miscommunications, organizations have an excellent opportunity to share more information about how compensation programs are designed and

Growing Pains + Internet Salary Data

By |2019-02-20T14:45:18-08:00November 2nd, 2018|Cases, General Compensation|

Challenge: A high-tech company had grown to a point where it was no longer feasible to have one or two individuals making pay decisions for the whole organization. Some employees were bringing salary information they had researched online and were starting to ask questions about how pay decisions occurred. It was increasingly difficult to

Pay-For-Performance Model

By |2019-02-20T14:45:04-08:00October 19th, 2018|Cases, General Compensation|

Challenge: A large heavily unionized organization wanted to move to a pay-for-performance model for their non-union staff. There was concern that moving to a pay-for-performance model could result in additional unionization and resistance to change. Solution Deployed: We conducted a thorough assessment of the organization’s compensation practices and perceptions. Through a series of interviews,

Payroll Practice Inconsistency

By |2019-02-20T14:45:33-08:00September 21st, 2018|Cases, General Compensation|

Challenge: Our client was concerned that employees were not being paid according to Human Resource (HR) policies and state and federal labor laws and regulations. Solution Deployed: We conducted a full audit of the client’s payroll practices, examining all payroll calculations, application of HR and payroll policies to actual payroll payments made, and segregation

Subsidiary Sell Off

By |2019-02-20T14:45:48-08:00September 7th, 2018|Cases, General Compensation|

Challenge: Our client had two owners. Owner One sold their ownership percentage to Owner Two. As a result, Owner Two also gained full ownership of a division of our client’s company with approximately 30 employees. Owner Two planned to absorb the company fully into their operations. Our client’s Human Resources (HR) department lacked the