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Human Resource & Payroll
2023 started with a fundamental change in how our employees look at their employment and
their employer. Remote work and hybrid work; shut-downs and travel restrictions; the great
resignation and workforce shortages; all of these factors have impacted the relationship with
have with our employees.
One of the factors that may be most difficult to deal with is pay transparency. For most of us,
conversations about compensation are difficult. At best, they leave you feeling like you’re
making no progress; at worst, they leave both the employee and the manager feeling storm-
tossed. In fact, compensation conversations may be the last “taboo” in the business world.
However, compensation conversations have never been more important since they are the most
obvious way we indicate “value” to our employees. Your paycheck is the ultimate indication that
your time and effort are worth something.
-When an employee’s pay is already too high for comparative purposes.
-When the employee is disappointed with their raise or lack of one.
-When the employee’s performance does not justify an increase in pay.
-The employee brings their own research, from the internet, on how much they should be
paid.
In addition, we will provide specific examples and details of how to respond to these types of
issues.
The Total Rewards System
-Equity
-Compensation Philosophy
Pay conversations
-Dos and Don’ts for Managers
Incentive conversations
-Design and Implementation
Pay Transparency
-It might be required
-Developing a Total Rewards philosophy
-Helping Managers prepare and conduct compensation conversations with their
employees
-Design and implement incentive plans
-Pay transparency
The compensation conversation, especially in a new environment of transparency has never
been more important. Beyond the fact that employees take these conversations and the
comparisons that ultimately result from them as person. As a result, questions, concerns and
conversations about compensation come with enormous emotional baggage.
This is particularly problematic since the compensation conversation is also directly connected
to performance and performance comparisons. In fact, these conversations almost guarantee
that your employees have some basic and critical questions in their minds, whether-or- not they
ask them outload.
-Will I be getting a raise?
-How much will it be?
-Is there a promotion or transfer in my future? When?
-How is my pay determined?
-How do I compare to others in similar jobs?
-Am I being paid appropriately for my skills and efforts?
Join us this April to examine these critical compensation conversations and to prepare for how
to conduct them appropriately.
Anyone who must have compensation conversations with their employees:
-Business owners
-Supervisors
-Managers
-Human Resources professionals
Greg Chartier is an experienced Human Resources speaker on Clatid. He is Principal of The Office of Gregory J Chartier, and is a well-known management consultant, educator and speaker and author of the recently published What Law Did You Break Today? His practice is based on the Business Partner Model of Human Resources, which emphasizes on outsourcing, the use of technology to gain efficiencies and the improvement of managerial skills.
Greg is a thought-provoking professional speaker and his wisdom and insights into management and leadership make him an electrifying speaker and seminar leader. His seminars are customized to reinforce company mission, vision, values and culture and the content is practical for team leaders, managers, supervisors and executives. His philosophy is simple: management is a skill and you can be a better manager by developing your skills.
He has a bachelor's Degree from The Citadel, the Military College of South Carolina, an MBA from Rensselaer Polytechnic Institute and his Ph.D. in Human Resources Management from Madison University. Greg is certified by the Society for Human Resources Management (SHRM) as a Senior Professional in Human Resources (SCP) and as both a Senior Professional and a Global Professional in Human Resources (SPHR and GPHR) by HRCI, the Human Resource Certification Institute.
He is a former Board Member of the Business Council of Westchester, where he was the Chair of the Human Resources Council and a member of the Executive Committee. Greg is a national member of SHRM and a local SHRM chapter, the Westchester Human Resources Management Association. He was also a member of the Board of the Child Care Council of Westchester.
Greg is involved in the Certification Program for Human Resources Management at Pace University, which includes the preparatory program for the Human Resources Professional Examinations and the Essentials in Human Resources Management Program, as well as the Continuing Education Programs including HRCI and SHRM recertification. He is also a member of the faculty of the New York Medical College in Valhalla, NY.
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