Marcus professional human resources career includes over 16 years of compensation experience that includes:
- job analysis - salary structure design and adjustment - job evaluation - cost analysis - job description writing - incentive and bonus program design - compensation policy development - management performance appraisal support - leadership support on merit programs
Over 13 years of employee relations experience that includes:
- conducting investigations - advising management on employee corrective actions regarding disciplines and terminations - coaching and training management on policy interpretation - writing and updating HR policies - conducting new employee orientations - sexual harassment and other types of training
Over five years benefits administration experience that includes:
- conducting benefits open enrollment meetings - contributing to the reduction of health insurance costs through cost negotiations with vendors - overseeing company 401k program - other responsible benefit administration activities
In a consulting, freelance, or project basis, Marcus can provide these and other HR focus support to your organization regardless of how complex, big or small the work may be.
How to find the Proper Salary Surveys for pricing your jobs
The Kind of Data to Gather. Think of pay in terms of total compensation, which includes base pay, incentives, stock and benefits. Along with looking at the competitive value of each pay category, you may want to collect data on pay practices and types of programs that support each category.
Jobs To Select for Surveying. Obtain data on both benchmark and non-benchmark jobs. Benchmark jobs are those jobs common to many organizations because they are easily recognizable and job content is well-known and stable. The non-benchmark jobs you may select would include any positions that are strategically important to the company and for which you can make meaningful survey matches.
The Labor Markets to Review. Use surveys that include companies from which you are likely to recruit employees or to which you are likely to lose employees. In many cases, the survey participants should be approximately equal in size to your company. If they are too small or too large, the pay levels may not be appropriate for your organization. Also look for companies in surveys that are in the same industry as your organization. Depending on the types of jobs and seniority levels you have, different companies and geographical areas may need to be surveyed for different types of jobs.
Selecting Surveys. A company’s needs assessment will help guide it in the selection of the most appropriate surveys. Such appraisal would show what data need to be in the survey, what jobs need to be reported, and what industry and regional breakdowns are needed. Often, multiple surveys are needed because seldom are all of the relevant data reported in one survey.
Also, consider the following:
Quality of the job-matching process. What steps has the survey provider taken to ensure that the jobs were comparable from one organization to the next?
Statistics used to report the data. Ideally, the survey should report the 25th percentile, median, mean, 75th percentile, and 90th percentile. Some surveys report the mean (average) without reporting the median (central data point). While both statistics are valuable, the median is often more appropriate because it is less susceptible to very high or low pay rates, which can bias the mean upward or downward.
Size and number of respondents to the survey. When surveying management jobs, it’s especially important that the companies in a survey be approximately equal in size to your company. Also, be wary of survey results for fewer than 20 organizations, unless of course, these 20 organizations constitute a majority of the population that should be surveyed for the job in question.
