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Dear Workforce How Should We Rein in Runaway Salaries

Our organization discontinued merit increases about three years ago. The board of directors, however, has mandated across-the-board increases of 2 percent to 3 percent for all staff who are not in probationary status. But after three years of these increases, even people who were hired fairly recently have gotten pretty far away from the salary-grade minimums. In addition, we have several employees who have reached their salary-grade maximum during the past three years. We usually award a bonus rather than further increases for this group. Would it be equitable to raise the minimum starting salary and maximums each year by one-half of the across-the-board increase?
September 7, 2011
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Related Topics: Compensation Design and Communication, Dear Workforce, Compensation
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Dear Cost-conscious:

You're on the right track in suggesting some movement of the salary "grades"--or ranges, as they're sometimes called--will be necessary. Without moving salary grades, salary increases over time (even using your 2 percent to 3 percent across-the-board figure) will eventually push salaries toward the top of each grade. The key question, as you suggest, is this: How much do we move the grades to avoid this situation?

Raising the grades each year by one-half the amount of the across-the-board increase amount is not unreasonable as a general rule of thumb. I would, however, recommend an approach tied more closely to what is happening in the marketplace.

Over the last several years, salary increases have been averaging 3 percent to 4 percent on an annual basis, while salary grades have been increasing 2 percent to 3 percent a year. In other words, salary-grade movement has been about 70 percent that of the actual salary increases. These figures were secured through a review of several sources, including reports from World at Work, Hewitt Associates, Mercer HR Consulting, the Conference Board and the Economic Research Institute.

If you apply this marketplace statistic to your organization and you continue to award salary increases of 2 percent to 3 percent each year, then your salary grades should move up correspondingly, about 1.4 percent to 2.1 percent. This is not that much higher than your suggested increase, yet tying your approach to recent marketplace patterns provides you with a better rationale should you get questions from employees or management.

You should note that your annual salary increases are low relative to marketplace trends. Over time, this may begin to affect how competitive your salaries remain. Keep using published surveys to review this information on a regular basis. If you are not doing so already, try to get data specifically for nonprofit organizations, since this data will provide the best comparison to your organization.

SOURCE: John White, president, JD White & Associates, McLean, Virginia, April 28, 2005

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