Informa Connect Cast Series with Robert Mosley - 12 Webinars For Compensation & Benefits Professionals

Course details

Informa is delighted to announce a Webinar Series delivered by none other than Compensation Guru - Robert Mosley. Seats will be limited, so please make sure that you book your place soon to avoid disappointment.

It must be emphasised that each of these sessions is an online 2-hour webinar, consisting mainly of a presentation by Robert Mosley of the main skills and technical knowledge associated with each subject, plus some time for questions and discussion by participants. These webinars will provide a summary-level of knowledge about the main topics, and are not "deep-dive" sessions at an expert level.

Job Analysis (JA) and Job Descriptions (JD)
Tuesday, 13 April 2021

• The Golden Triangle of Reward Management (Jobs, People and Performance, and Pay Markets)
• Why are Job Analysis and Job Descriptions important?
• What is Job Analysis, and the Purpose of Job Analysis and the Different Methodologies
• Using Job Analysis to Understand Job Roles and Accountabilities
• Formats of "Job Description", "Accountability Statement", and "Job Profile"
• Step-By-Step Guide to Developing and Writing Job Descriptions
• Describing Accountabilities and Knowing How to Identify the Key Accountabilities
• Current Best-Practice Process for Writing Job Descriptions and Involving Your Employees
• Linking Job Analysis to Competency Libraries
• Linking Job Descriptions to Performance Management and Other Areas of HR

Summary of Main Concepts of Job Evaluation (JE)
Wednesday, 14 April 2021

• What is Job Evaluation and Why Have Grades?
• The Golden Triangle of Reward Management (Jobs, People and Performance, and Pay Markets)
• How Grading and Salary Structures have Developed and Global Trends
• The Role of Job Evaluation and Determining Comparative Job Size and Internal Relativities
• Understanding Jobs and How to Effectively Place Jobs in the Correct Grade Hierarchy
• The Common Golden Rules of All Job Evaluation Systems
• Understanding the Step Approach to Job Size (Single-Step or Double-Step or Broad-Banded)
• Commonly Used Best-Practice Proprietary Systems of Job Evaluation
• Brief Review of the "Hay Group (Korn Ferry) Guide Chart and Profile Method of Job Evaluation"
• Other commonly Used Best-Practice Systems of Job Evaluation (eg: Mercer, Towers-Watson)
• Comparisons Across Different Job Evaluation Systems and Mapping

Grade Structures (Building Grade Structures, How Many Grades, Agile Grades)
Thursday, 15 April 2021

• Designing and Building Grade Structures
• How Many Grades Should Your Organisation Have from Top-to-Bottom?
• Determining Grades and Overall Grading Structure to Fit Organisation Requirements
• Defining a Grade and the Different Spread of Grades (Single-Step, Double-Step, Broad-Band)
• The Pros and Cons of Broad-Banding in Different Organizational Cultures
• Benchmarking and Designing a Grade Structure Compared to Other Companies
• Latest Trends on Job Family Grade Structures and Generic Job Titles Aligned to Grades
• Managing Development of Employees and "X-1" Principle and "X+1" Principle
• Managing and Maintaining Grading Structures and Latest Trends on Agility and Agile Grades
• Managing Promotions and Upgrades Through a Grade Structure
• Coping with Employees who Reach the Maximum of their Grade Payscale

Pay Strategy (Position, Market, Philosophy. Mix-of-Remuneration)
Tuesday, 20 April 2021

• The Golden Triangle of Reward Management (Jobs, People and Performance, and Pay Markets)
• Why is Compensation and Reward Management Important?
• The Key Components of Pay Market Benchmarking and Compensation Design:
  • Pay Strategy
  • Grade Structure (Webinar on 14th July)
  • Market Data
  • Number of Months
• Understanding the Key Definitions, Statistics (Percentiles), and Modern Approaches
• Getting the Correct Pay Market Position and Understanding Sector Pay
  • Year 1: Selecting a Comparator Group
  • Years 2-5: General Market Pay Positioning
  • Developing a Pay Strategy (Flat Strategy, Ascending Strategy, Descending Strategy)
• Determining a Pay Strategy Matrix for a "Group" of Companies or Subsidiaries
• Managing the Balance between Employee Expectations and Ability-to-Pay
• Practical Exercise to Help Your Management Team to Develop a Pay Strategy

Pay Data and Pay Benchmarking and Designing Payscales (External Competitiveness)
Wednesday, 21 April 2021

• Recap on the Golden Triangle of Reward Management (Jobs, People and Performance, and Pay Markets)
• Recap on the Key Components of Pay Market Benchmarking and Compensation Design
• Benchmarking on "Total Cash" or "Total Remuneration".
• Bringing all 4-Ingredients Together to Design Total Remuneration Structures
• Practical Exercise on Building a Spreadsheet to Analyse "Total Remuneration"
• Establishing the Midpoint Salary of Pay Ranges which is Designed to Deliver the Pay Strategy
• Calculation Formulae for Determining Minimum-Midpoint-Maximum of Payscales
• The Single-Step Approach (80%-120%) and the Double-Step Approach (70%-130%) and Other Ranges

Implementing Payscales (Compa-Ratios, Internal Equity, Recruitment, Promotion)
Thursday, 22 April 2021

• Defining and Using "Compa-Ratios" and Managing Pay-Ranges and Position-in-Range
• Detailed Practical Guidelines for Implementing and Understanding "Compa-Ratios"
• Managing Progression Up Through a Pay Range and Managing Internal Equity
• How to Determine the Appropriate Salary to Offer in Recruitment
• How to Develop Compensation Policies for Promotion and Progression
• Coping with Employees Who Reach the Maximum of their Payscale
• Agile Pay Ranges and Using Ranges-Within-Ranges (eg: Super-Minimum and Super-Maximum)
• Managing "Narrow-Bands" and "Broad-Bands" and "Ranges-within-Range"
• Different Advanced Options for Managing "Pay Premium" for Specialist Roles

Performance Management (Objectives, Competencies, Development)
Tuesday, 27 April 2021

• The Golden Triangle of Reward Management (Jobs, People and Performance, and Pay Markets)
• The Role of Performance Management and Performance Appraisals to Determine Employee Ratings
• Latest Trends in "Agile Performance Management" and "Next-Generation PM"
• The Three Pillars of Performance Management: OCD (Objectives, Competencies, Development)
• Objectives: Understanding KRAs and KPIs or OKRs and the New Trend of MSCs
• Competencies: Understanding Competencies and Developing a Competencies Framework
• Development: What are Development Options and Managing PDPs (Personal Development Plans)
• What is Happening to KRAs and annual KPIs, and Say Goodbye to KPIs and Say Hello to MSCs
• The Balancing Act of Objectives (KPIs or MSCs) and Competencies (Behaviours) in Overall Appraisals

Performance Appraisals and Ratings (Rating Points, Rating Words, Forced Distribution)
Wednesday, 28 April 2021

• What does a Best Practice Performance Appraisal Form Look Like?
• Managing Performance Ratings and Performance Distribution Curves
• Current Best-Practice Approaches to Performance Appraisal Rating Scales
• Rating Scales: How Many Points (4 or 5 or 6 point systems)?
• Rating Scales: What Words?
• Weighting of "Objectives and Goals" versus "Competencies and Behaviours"
• Using Forced Distribution Curves of Appraisal Ratings
• Do We Still Have the "Bell Curve" and What Happens to Forced Distributions of Ratings?
• Understanding and Managing the "Snap-Ratio" of the Skewed Distribution Curve of Ratings
• Adjusting the Distribution Curve of Employee Ratings to Reflect Company Results
• Knowing When Managers Have Been Too-Generous or Too-Mean with their Ratings of Employees
• Practical Solutions for Managing a Forced Distribution Curve of Performance Appraisal Ratings

Pay-for-Performance (Merit-Pay and Annual Pay Review)
Thursday, 29 April 2021

• What Motivates and Retains an Employee?
• Performance Management and The Goal of Linking Pay to Performance
• Managing the Annual Merit-Pay Review Process and Linking Pay with Performance
• Conducting and Managing the Annual Pay Review Process (both Fixed-Pay and Merit-Pay)
• Linking Merit-Pay and Annual Pay Reviews to Individual Employee Performance Ratings
• Rewarding Performance within Basic Salary Increases and Merit-Pay Reviews
• Rainbow Curves to Manage Compensation and Pay-for-Performance
• Developing and Using a Merit-Matrix (both "Traditional" and "Constrained")
• Managing an Annual Pay Review Process and Managing Progression Up Through a Pay Range
• Managing Compa-Ratios and Using Compa-Ratio Progression Guidelines
• Coping with Lump-Sum Payments instead of Pay Reviews for Employees at Maximum of Pay Range

Bonus Schemes (STIPs)
Tuesday, 4 May 2021

• The Golden Triangle of Reward Management (Jobs, People and Performance, and Pay Markets)
• The Role of Variable Pay Schemes
• Types of Variable Pay Schemes and Current Best-Practice in Variable Pay Management
• The Difference between Bonus (past recognition) versus Incentive (future motivation)
• Importance of Understanding What Motivates an Employee?
• Importance of "Build-Up" (funding the plan) and "Pay-Out" (determining target plan payments)
• Gearing Effects and Bonus Multipliers aligned to Employee Performance
• Types of Company-Wide Bonus Schemes (such as profit-sharing bonus)
• Building a "Bonus Matrix" aligned to both Company Performance and Employee Performance

SIPs (Sales Incentive Plans)
Wednesday, 5 May 2021

• What are SIPs (Sales Incentives Plans)
• The Three "Must-Do" and the Three "Must-Avoid" Golden Rules of SIPs
• Understanding the Different Types of Sales Employees (Hunters, Farmers, Gatherers, Supporters)
• Managing the Mixture of Fixed-Pay versus Variable-Pay within the Total Cash Package
• Expressing On-Target Bonuses as a Percentage of Annual Basic Salary (the "HR" approach)
• Expressing On-Target Bonuses as a Percentage of Annual Total Cash (the "Sales" approach)
• The 10-Step Plan for Designing Successful SIPs for "Hunters/Farmers/Gatherers" (Sales)
• Understanding and Managing the Key Fulcrum Points for SIPs:
  • Setting the "On-Target" or "100%" Level
  • Setting the "Threshold" or "Minimum" Level
  • Setting the "Stretch" or "Ceiling" or "Maximum" Level
• Expressing SIPs as a "Percentage Commission" Scheme
• Understanding the importance of "Annual True-Up" and True-Up Calculations

Recognition Schemes and Retention Plans
Thursday, 6 May 2021

• The Role of Recognition Programmes for Employees
• Main Types of Recognition Schemes
• Identifying the Implementation Techniques for Retention Schemes
• Understanding the Popularity of Different Retention Schemes and "What Works Best"
• The Role of Retention Plans for Employees
• What is a Retention Plan in Both a Risk and Non-Risk Context?
• Why have Retention Plans Linked to Talent Management and Key Employee Plans?
• Identifying the Most Appropriate Retention Plans
• The Three "Ps" of Retention: Potential or Pressure or Pain
• Retention Payments: How Much and Why and Who?
• Designing and Implementing a Retention Plan