Company would conduct a market benchmarking exercise for every new or revised executive position to determine pay, which was time-consuming.
As pay decisions were driven by market, there were inconsistencies for executives at the same level, including base salary and target incentives.
Client did not have a clear method of aligning the internal value of jobs across the enterprise and no standardization in how executive roles were defined across the organization, leading to confusion and inconsistent pay and titling practices.
More consistent and equitable pay practices and policies for executives throughout the organization. Greater role clarity and internal understanding of executive roles across the enterprise.
Compensation Program Design, Market Compensation Benchmarking
