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In the workplace, there are few topics that will draw as much attention and interest as the subject of compensation and performance management.

For your employees—be honest, for all of us—the paycheck is loaded with value statements that affect our feeling of self-worth and is second only to a meaningful career path.

If you change the way your compensation or performance management system works, we will help you to create and implement an effective communications strategy with the following goals:

  • Ensure your employees understand your decision-making and the equity behind your decisions.
  • Clearly outline key changes, timeliness and responsibilities
  • Increase employee awareness and understanding of your compensation and performance management strategies
  • Drives those strategies forward by educating managers and leaders on implementation requirements.

Executive Compensation Packages

We create high-end, customized packages that help executives understand and appreciate the rich total rewards that makes your organization so attractive. From incentive programs to retirement packages, we can help ensure the investment you make in your executive compensation plan is realized.


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Connect With Us

Dan Tipton

Specialties:

Strategic employee communications; executive communications; manager communications; HR and benefits; change management; issues management; social media marketing; Magnet/Pathways and hospital communications 



Phone:
302.454.7901

Connect:
LinkedIn


 

 
 

 

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Making Differentials Less Different

Situation: A large hospital system had grown by acquisitions over the last several years. To ease the transition, the system had decided to allow the acquired hospitals to retain their own compensation strategies. Over time, maintaining multiple compensation systems was becoming a confusing mess, leading to inefficiencies and equity issues, as pay differed for similar tasks from hospital to hospital. The system decided to unify its compensation strategy. The resulting changes represented a unique communications challenge since some employees would get raises and some would lose income as a result of the transition. In addition, a new competitor hospital was opening nearby and recruiting heavily within the system's hospitals. Tipton was asked to develop a communications strategy that would ensure employees understand the rationale for the changes and minimize disruption.

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Summary: Tipton developed a targeted communications plan that relied on managers (supported by HR and new communications tools) to deliver messages to small groups of employees. (Executives also cascased messages.) The face-to-face small meeting platform enabled managers to engage employees in meaningful conversation about the compensation changes rather than rely on more general aggregated messaging. Tipton also advocated for additional time for employees to adjust to the change before it was implemented. 

Results: Employees appreciated the work the system did to ensure the plan was communicated and the extra time they were given to adjust to the change in pay. Hospital officials were impressed that a potentially negative and public challenge was managed without it becoming an issue.