Denise Liebetrau, MBA, CDI.D, CCP, GRP’s Post

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HR & Compensation Consultant | Pay Negotiation Coach | Board Member | Speaker

When to Enforce Salary Range Maximums I was talking with an employer client recently about the pay grades and base salary ranges my team developed for their organization. There were a few employees paid above the maximum of the salary range. We were discussing what to do about that and here is a list of my recommendations: 1)        Don’t continue to give them base pay increases until the ranges allow for base pay growth in the future. This assumes you will update the pay grades and ranges annually. 2)        Consider providing a lump sum payment in lieu of a base pay increase during your merit planning process. 3)        Have a one-on-one conversation with the employees paid above the salary range maximum. Be transparent about their situation. It sounds like this: a.        “John, We recently had an external consultant help us compare what we are paying our employees to what other employers are paying for similar jobs. b.       The base pay range associated with your Accountant job is $X - $Y.  Your base salary right now is $Z which is above the maximum of the range. c.        What this means is that you are paid very well for the job you are performing. d.       I also recognize that this may be disappointing, because I am assuming you want to continue to see your base salary increase over time. Is that assumption true? (John says yes.) e.        One way your base salary can increase is through a promotion. So, I encourage you to look at our job postings to see if there is anything you would like to apply for. f.          Another way is to have your job responsibilities change substantially enough to have your job re-evaluated by HR and assigned a higher pay grade.  g.        With no change to your job responsibilities, you will be eligible for a lump sum payment in lieu of a base pay increase during the merit planning process next year. h.        Do you have any questions?” The employer asked if they could treat the maximum of the base salary range as a suggestion and not as a “hard stop.” My response: “Yes, of course. As an employer you get to choose how to spend your limited budget on your employees and their pay.  However, consider this. You have more than 10% of your employees underpaid. And it would take $X to get their base pay to the minimum of the base salary range. What is a better use of your budget? Paying more to underpaid employees OR continuing to pay more to very well-paid employees? At some point, you have to say “no” or why have base salary ranges at all? And finally, consider pay equity. Continuing to over pay isn’t helping you reach that goal.” ·        Employers: Are your base salary range maximums a hard stop or are they a suggestion? And if they are a suggestion, at what point do you say no more? https://lnkd.in/gEgY93Za #compensation #rewards #hr #humanresources #paygrades #pay #payequity #paytransparency #fairpay

When to Enforce Salary Range Maximums — Prosper Consulting, LLC

When to Enforce Salary Range Maximums — Prosper Consulting, LLC

prosperconsultingllc.com

Jason DeMonte, M.A.

Innovative Compensation Leader with 15+ years aligning compensation strategy to overall business objectives | Head of Compensation | Compensation Enthusiast | Compensation Strategist | Compensation Expert & Advisor

4w

Providing ample warning to an employee approaching the max of the pay range is super important for maintaining transparency, trust and employee satisfaction. I always recommend leaders to inform their employees approaching the max during performance reviews, or even during regular check-ins. This allows the employee time to process and discuss potential career development opportunities. Being transparent around what the maximum is key (I.E. market competitiveness, internal equity, budget constraints, etc.). Informing the employee 6-12 months ahead of time that their salary is within 5% of the max goes a long way and that there are alternative forms of comp such as lump sum bonuses, professional development opportunities, or promotions.

Tom Farmer, CCP, SPHR, ACTA

Managing Director at Freelance Total Rewards Pte Ltd and owner/co-founder, ASEAN Total Rewards Institute

4w

All solid points. The other thing that can be said to the employee is that “while no one has your particular job experience, the company can in fact hire someone to do your job for about 2/3 what you are paid.” (The main point is to turn the pay discussion into a development discussion, as Denise has illustrated so well. But this line is for those who are stuck on the entitlement getting an increase for doing the same work every year.)

Daniel Keo

Army Veteran | Human Resources Expert | Global Compensation Specialist | Strategic HR Leader | Driving Organizational Excellence

4w

I look forward to seeing your posts as they are always insightful and informative. Greatly appreciate the talking points for real world scenarios.

M N Effendy

Chartered MCIPD | Global Remuneration Professional (GRP) | ATRI Certified Total Rewards Fellow | Total Rewards | Mergers & Acquisitions

4w

Thanks for sharing. What are your thoughts on setting the benchmark based on Total Cash/Total Direct Compensation? In this case, the salary is calculated after deducting the performance-based target variable compensation. I would love to know if you have implemented this approach and if it has reduced discussions about salary.

Suzanne Wiener, MBA, CCP

Hands-On, Solutions-Focused Compensation Consultant - Analysis, Design, Implementation, Communications & Training

4w

I'd like to also add that jobs often DO morph over time, and neither employees or managers think to bring this to HR''s attention. I think it's a good practice to meet with managers, review the existing JD together, and re-evaluate those positions where ee's are at or very close to the range max.

Dr. Robert Nadel

Compensation Advisor to Companies&Boards,HR Strategy Expert,Litigation Support,Speaker,Blogger,Mentor,Volunteer Leader

4w

Good post but I think the first question is whether the employee in question is a high performer or not? If they are in the exceeds or substantially exceeds performance level then they are valuable to your company and likewise to competitors as well. Is there a dual career ladder opportunity here? Can the employee be a senior/master xxx rather than the need for a promotion into a managerial role? Also, if you telegraph your issue about pay ceilings you may be giving the high performer an opportunity to look elsewhere... PS I am a firm believer in ranges, job analysis and pay equity, so I follow the rule of what choices do I have for high performers without instituting a salary freeze and also maintaining internal equity. Under no circumstances do I recommend a grade increase to get the pay I need unaccompanied by an increase in job content...

Romizaidi Mohd Ali

Guiding People through Knowledge Sharing & Practical Wisdom

4w

Enforcing the salary range maximum is essential when an employee's pay has reached the upper limit for their role. This ensures fairness and budget control while encouraging career growth and promotions for further salary increases.

Dimi Yar

VOSA Founder | Finance, Pay Equity & Compensation Optimization Expert | Improving Capitalism with Meritocratic Pay Equity™, Value of Service Award™ (VOSA™) & Tenure-based Employee Profit-Sharing™. [ Cogito Ergo Sum ]

4w

A few comments and a different approach option: 1. CEO Compensation does not have a budget or a ceiling when its tied to stock or profits; Neither should that of employees 2. Employee salaries can be based on objective pay factors, so that salary bands are formed naturally as a result, instead of driving pay (pay factors are alao the basis for salary audits for pay equity/transparency purposes), and not based on offer negotiations, which create the inequity 3. For employees, profit-sharing makes the most sense to be tied to their length of service, reflecting the value of company-specific knowledge, proven character, fit and experience. This way, their profit-sharing compensation part can be adjusted for those employees whose salaries exceed their equitable level.

Linda McNally

Compensation Consulting

4w

I am not a fan of lump sum payouts. Once received, the person can leave and it has left with them similar to a bonus. If you are going to do this, perhaps adding 1/12th of it to the last pay period of every month would be an option so the person is required to stay to receive it all. More importantly, having a discussion about the employee's skills, gaps to the next higher level role in the company and creating a development plan that allows them to learn the needed skills AND opportunities to deploy those new skills on the job would be a great next step in the performance discussion. If they do not add skills, the next conversation about being paid over the max of the grade will be easier as will the conversation about freezing pay until the top of the range allows. And if they do attain new skills and can deploy them in the job, they will be ready for the promotion. I really like the dialogue suggested about the underpaid employees vs the highly paid that is suggested in the post!!! Great post, Denise!!!

Suzanne Wiener, MBA, CCP

Hands-On, Solutions-Focused Compensation Consultant - Analysis, Design, Implementation, Communications & Training

4w

3 thoughts here: 1. If the decision to cap pay at the range max is a NEW policy or practice for the company, then I would announce it as such (with all the bona-fide reasons, the lump sum substitute, and co's commitment to re-evaluate ranges each year or every other year) -- but that the new policy will take effect next cycle, not this one. In other words, don't just spring it on people. 2. To be fair and equitable for all, the employer has to decide "hard stop" for all or, if not, then what are the specific rules/conditions under which going above the range max is permitted (and by how much over). 3. Agree with Dr. Nadal re: dual career track option for high-level independent contributors if not being a people manager is what's holding them back from higher grade levels. (I've created these tracks with relevant levelling guidelines before -- esp important for Engineering, Scientific and certain IT jobs.)

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