• Forget Happiness. Wellness Emerges as a Compensation Strategy

    Header_Wellness_MainTess C. Taylor, CPC, PHR, SHRM-CP, PayScale Senior Blogger

    Employee engagement has been a buzzword in the human resource world for a while. It’s just common sense. When employees are happy and engaged at work they tend to be more productive. Much of this has been focused on employee happiness as an indicator of a solid compensation program – the better employees are paid and the more perks they enjoy; the greater their happiness should be, right? Not so much. Our 2016 PayScale Compensation Best Practices Report indicates that 73 percent of employers believe they are paying fairly, but only 36 percent of employees agree. Interestingly enough, some employers are shifting to creating overall physical and financial wellness for employees, and earning a better ROI. What’s this all about?

  • Quality Hires Take Front Stage. What’s the Catch? Paying Them Well

    Header_Front_Stage_MainTess C. Taylor, CPC, PHR, SHRM-CP, PayScale Senior Blogger

    You may recall PayScale’s Turnover: The Good, the Bad, and the Ugly whitepaper in which we closely examined the reasons why employees leave otherwise good workplaces, and dispelled some common myths. What matters most to employers is why employees stay, and this comes from certain generational values and desires. For example, our research indicated that for Millennials, flexible working hours supersede starting salaries, but for older workers the chance to put away money in a retirement fund is much more attractive.

  • Be a Unicorn. What Your Compensation Package Says About Your Business

    Header_Unicorns_MainTess C. Taylor, CPC, PHR, SHRM-CP, PayScale Senior Blogger

    It can be impossible for Human Resource pros to see things from an objective standpoint when we are so connected to the people and processes of our organizations. However, it’s critical to take a step back once in a while to view things from the perspective of employees and future hires. Compensation plays a major role here. The 2015 PayScale Compensation Best Practices Report revealed that a quarter of employers, “reported the inability to offer a competitive wage as a barrier to finding good people, which might explain why a whopping 78 percent claim to be only “somewhat” or “not at all” satisfied with their compensation structures.”

  • Managing Comp during High Growth Phases

    Header_HighGrowth_Main Mykkah Herner, MA, CCP, Modern Compensation Evangelist, PayScale

    When organizations get into high growth phase, everything starts moving faster. Recruiting speeds up. Finding people desks to sit in rapidly becomes an unsolvable puzzle.Making sure every incoming person has a set-up complete with computer becomes a greater challenge.All the moving pieces that are tough to keep up with on a good day suddenly run the risk of falling through the cracks. Compensation is another thing you have to get right as you scale quickly. So how can you make sure you’re getting the comp equivalent of the right set-up as you grow?

  • Myth Buster: People Don't Leave Their Jobs Because of Pay


    Busted! In 2015, the number one reason most people left companies was compensation. The majority of respondents to the PayScale Compensation Best Practices Report cited “seeking higher pay elsewhere” as the primary reason for leaving a company. Moral of the story? Money CAN buy you love.
  • Why Increasing Pay Isn’t Always the Answer

    Header_Talking_Comp_MainSonnet Lauberth, PayScale Compensation Professional

    In my time as a Compensation Professional at PayScale, I’ve helped more than 75 organizations develop a compensation strategy to suit their needs and spoke with hundreds of companies about the challenges they face regarding compensation. Time and time again, the top two challenges I hear are that they don’t have a compensation structure in place and/or they have employees who feel they are underpaid.
  • A Workplace Guide to Managing Your Control Freak Boss or Team Member

    BlogHeader7_31Jessica Miller-Merrell, blogging4jobs

    Those that know me know I’m a control freak who is extremely stubborn, highly creative and often difficult to work with. And that’s also how I described myself down to the letter when I was recently interviewing candidates for a position that directly reports to me.
  • How to Deliver Bad News in the Best Way Possible to Your Employees

    BlogHeader7_24Jessica Miller-Merrell, blogging4jobs

    PayScale’s 2015 Compensation Best Practices Report indicated that the biggest concern of most HR pros is losing their top employees. This can make delivering “bad news” even more worrisome. Find out how to do this in the best way possible to avoid losing good people.
  • 3 Tips to Design a Transparent Non-profit Compensation Strategy

    By Sonnet Lauberth, PayScale Compensation Professional

    PayScale reports that a more transparent compensation policy can support the recruitment and retention of employees at many non-profit organizations, especially in a growing multi-generational environment.
  • Get Onboarding Right for Better Employee Retention

    Employee Onboarding

    The competition for top talent continues to heat up as organizations fight for those who have highly sought after skills. In some industries where growth is the strongest, the search for candidates with the right stuff can take months. Yet, why is it that as quickly as companies secure their best employees, they jump ship?

  • Conscious Compensation: The Key to Retaining Earnest, Sensitive Millennials

    Millennials CompensationJessica Miller-Merrell, blogging4jobs

    Millennials are the newest generation to enter the workforce. For many employers, they are still revered as unknown and unpredictable. They are scary and intimidating, different. Because employers don’t understand them, they have not quite fully come to understand how to effectively manage and retain them.

  • Yes, people really do quit jobs for more money

    Crystal Spraggins, SPHR

    PayScale’s 2015 Compensation Best Practices Report (CBPR) noted two primary reasons people quit their jobs last year: personal reasons (family, marriage, health, school, etc.) and “seeking higher pay elsewhere.”

    A new baby, health challenges, a desire for more education, or a partner’s great new job across the country are all common catalysts for making a job change, it’s true. And generally speaking, that decision is completely unrelated to the employee’s work conditions (and therefore outside of the employer’s control).

  • Why retaining employees is now even more important than retaining customers

    Jessica Miller-Merrell, blogging4jobs

    How do you retain customers? Common answers may include creating kickass products, having a strong brand, or having great data to help you beat the competition.

    But there’s another key to retaining customers and that’s by retaining your employees. Your employees are the framework on which all of your company’s success is built, which is why a company with low turnover is far more likely to be successful than one with high turnover.

  • Will recent pay increases for minimum wage workers affect those in higher earning brackets?

    Co-written by Mykkah Herner, PayScale Comp Specialist and Tess C.Taylor, Founder of HR Knows

    Around the nation, large corporations are taking the minimum wage issue to heart by instituting salary increases for their most underpaid workers.

    Companies like McDonald’s, Wal-Mart, Target, and TJX, the parent company of TJ Maxx and Marshalls, have announced plans to raise wages by as much as $1 or more per hour, with more raises coming for the beginning of 2016. This is good news for the millions of entry-level and minimum wage workers who typically earn just above the poverty line in many U.S. states.
  • Data, not drama: How to take the emotion out of employee pay conversations

    Crystal Spraggins, SPHR

    Unless you’re about to drop a load of cash on someone, money talks can be tense.

    What’s more, according to PayScale’s 2015 Compensation Best Practices Report  (CBPR), nearly a third of companies don’t regularly perform market and compensation analysis, and most (57.1 percent) don’t train managers to have tough conversations with employees about compensation. The end result? Too many managers have neither the data nor the skills to handle difficult conversations about money.

  • 21 fresh employee engagement ideas

    When a workplace is filled with happy and engaged employees, the culture takes on a life of its own. It’s nearly impossible to not get caught up in the enthusiasm of these organizations. People are smiling, meetings promote real innovation, and everyone is focused on producing the best work while having fun.

    A culture this good doesn’t happen by accident. How do we get there?

  • The low down on employee turnover

    Crystal Spraggins, SPHR

    According to PayScale’s 2015 Compensation Best Practices Reportthe top five reasons for turnover in 2014 were:
    1. Employees seeking higher compensation (20.8 percent)
    2. Personal reasons (20.6 percent)
    3. Employees seeking advancement elsewhere (17 percent)
    4. Termination due to poor performance (16 percent)
    5. Employees seeking different company culture/expectations (9 percent)

  • Understanding and communicating the value of total rewards

    Jessica Miller-Merrell, blogging4jobs

    The first step toward understanding and communicating the value of total rewards is defining the term “total rewards.” Think of total rewards as all the tools available to the employer to attract, motivate, and retain employees. Total rewards include everything the employee perceives to be of value from the employment relation-ship. Smart employers use this “whole package” concept to attract and obtain new talent.

    In the current job market, workers have come to expect more from their potential employers than competitive wages. When considering a position, most employees will ponder the total rewards affiliated with the offer. Total rewards can comprise wages, time off, a flexible schedule, group benefits, work environment, work culture, and many other things. The considerations will differ by employee, because different employees want and value different things.
  • It’s not a skills gap, it’s a skills challenge

    Crystal Spraggins, SPHR

    The height of the Great Recession brought talk of the skills gap front and center. As millions of job seekers took to the Internet to complain about boorish recruiters, clueless hiring managers, and broken hiring processes (including endless rounds of interviews), employers claimed they couldn’t find enough qualified workers to fill their job openings.

    Workers shot back that there were plenty of qualified candidates—employers were simply taking advantage of the slow economy to be overly demanding, ridiculously exclusive (no long-term unemployed or older workers need apply), and cheap. The term “purple squirrel” became a conversation staple.

  • Want a better workplace? Detoxify!

    There’s nothing more insidious than a workplace that tolerates toxic attitudes and behaviors. If even one employee is allowed to speak ill about the company, clients, or coworkers, negativity can soon become the norm in the corporate culture. Over time, toxic people can bring down entire work teams and departments, derailing the company one nasty comment at a time.



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