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HOW TO ATTRACT & RETAIN GREAT EMPLOYEES ON A BUDGET PAYING PEOPLE RIGHT

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Page 1: HOW TO ATTRACT & RETAIN GREAT EMPLOYEES ON A BUDGET · Paying People Right: How to Attract & Retain Great Employees On A Budget In order to retain and attract top talent, organizations

HOW TO ATTRACT & RETAIN GREAT EMPLOYEES ON A BUDGET

PAYING PEOPLE RIGHT

HOW TO ATTRACT & RETAIN GREAT EMPLOYEES

ON A BUDGET

PAYING PEOPLE RIGHT

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Copyright © 2017 HRsoft Page 3

Paying People Right: How to Attract & Retain Great Employees On A Budget

In order to retain and attract top talent, organizations need, at a minimum, to pay competitively. Yet, it’s not always

easy to pay competitively or effectively with a limited budget. Today, companies must find ways to work within

tight budgets to develop strategic, equitable compensation plans that align with their company goals. Because

there are so many important pieces in the compensation puzzle, it’s challenging to make it all come together in

one cohesive, effective plan.

This guide aims to help you tackle compensation challenges while staying within budget to ensure you can pay

your people fairly.

We’ve broken it down into the following main sections:

Looking at market realities and how they affect you

The core principles of paying people “right”

How to build a powerful compensation system in your company

Using analytics to look at internal pay factors for more informed decision making

Specific pay delivery options to consider

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Paying People Right: How to Attract & Retain Great Employees On A Budget

Market Realities

The realities of today’s market affect the way we

pay our people. Over the last seven years, the

average annual salary increase budget for most

companies has been roughly 3%. An HRsoft poll

confirms this finding for the most recent year’s

salary increase budget, as 33% of professionals

said their budget was between 2 and 2.9%, and

30% responded that theirs was 3.0%. Just 13% of

professionals responded that their budget was

greater than 3%.

As difficult as this reality may be for compensation

professionals, there are tactics available to work

around the issue. By using available resources and

carefully selecting our pay strategies, we can pay

our people fairly, even in the face of the limited

salary increase budgets we’re faced with today.

Pay Transparency & Compliance Considerations

Of course, budgetary limitations aren’t the only factors impacting pay today. With online resources like Salary.

com, Glassdoor.com, and Payscale.com at employees’ fingertips, the demands for both pay transparency and pay

equity have risen tremendously in recent years.

However, it’s important to note that the data collected from some of these sources is often self-reported. This

leaves room for discrepancies and/or inconsistencies, and may not always take into account certain critical

differentiating factors such as education level, amount of applicable experience, company size, etc. Despite the

varied quality and applicability of readily available salary data, employers need to be aware of this information

and how it’s collected, validated, and consolidated and to be able address employee concerns and to speak to

the quality of the data the company gathers. Employers can use their own pay strategy to describe how company

market data represent their labor market and then how that data is used to determine pay.

In addition to the abundance of pay information available online, compensation professionals must also account

for developing compliance concerns. For instance, the timing and specifics of any future changes to the Fair

Labor Standards Act (FLSA) are unclear, and a number of states and cities have recently enacted policies

prohibiting employers from asking interviewees about past pay. Additionally, the minimum wage is a hot issue,

with many states and cities continuing to increase the minimums despite expected inaction at federal level.

States with higher minimums include about 61% of the nation’s working-age population!

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Copyright © 2017 HRsoft Page 5

Paying People Right: How to Attract & Retain Great Employees On A Budget

While these policies are put in place to protect employees from pay discrimination and may ultimately prove

to be beneficial for workers and organizations alike, they still require close attention, and thus, time, from

compensation professionals.

Hiring Trends

Today, the pressure to hire continues to grow. Compared to less than a decade ago, the jobs outlook has

strengthened, according to a ManpowerGroup Employment Outlook Survey. And there is no sign that hiring

trends are slowing, according to NACE’s Job Outlook 2017 Spring Update. Yet, hiring people is a time-consuming

process, and while there may be a large talent pool available today, it’s not always easy to find employees with

specific, in-demand skills.

To adjust to these hiring, pay, and compliance pressures, it’s more critical than ever for employers to pay their

people right. This can be achieved by refining pay programs to make them more consistent, systematic, and well-

documented. We’ll discuss this in greater detail in the upcoming section.

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Paying People Right: How to Attract & Retain Great Employees On A Budget

Paying People “Right”When you’re paying people consistently through a well-documented, well-communicated, and systematic

program, you’re likely to be using an approach that is simple and understandable. And, hence, easier to act upon.

Simplicity and transparency are important, because these qualities allow employees to understand what their

opportunities are and why pay decisions were made, typically resulting in greater trust in the compensation

system and the leaders who put that system together and both maintain and communicate it effectively. Many

companies are striving for increased levels of transparency across the board today in efforts to build more

positive cultures and greater engagement.

To achieve better outcomes, however, it’s essential for employers to not only provide more information, but to

also make sure that information is accompanied by a digestible explanation. Employees don’t just want to know

what the pay structures or their own pay levels are, they also need to know the “how” and “why” behind them.

Ultimately, more effective transparency will ensure that pay programs and levels stand up to review and scrutiny

and are built on healthy dialogues about pay and performance.

Another pillar of paying people right is making sure your pay strategy is aligned with the organization’s overall

culture and mission and is an integral component of a well-understood total reward strategy. Your pay policies

should flow from your company’s business and people plans.

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Paying People Right: How to Attract & Retain Great Employees On A Budget

Finally, an effective pay structure is

appropriately competitive, ensuring that, at

the very least, pay is not a dissatisfier that

gets in the way of a satisfactory employment

relationship. We’ll cover strategies for achieving

the right level of competitiveness for your

company in upcoming sections.

All in all, paying people right requires that you

revisit the basics: document what you are doing;

determine if what you are doing is working for

you or not and revise, as needed; then let it play

out and analyze to make sure you are on track.

And repeat!

For now, let’s explore the “nuts and bolts” of

paying people right.

Planning

For starters, you must make sure your rewards

philosophy and compensation strategy are

meaningful, consistent, and connected to your

company strategy and business needs.

To create a compensation plan that works for

your company, you’ll need to consider the various

talent “segments” in your organization, whether

functions, jobs, or people, and determine if

different pay targets, compensation levels, or

salary adjustments are appropriate for different

segments. At the same time, you must also

balance these considerations with the need to

maintain consistency.

Documenting & Analyzing

A critical step in creating a robust compensation

plan is thoroughly documenting your job content

(first ensuring, of course, that your organization

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Paying People Right: How to Attract & Retain Great Employees On A Budget

structure and job design reflect the company’s business and operating needs). Having a clear understanding of

your company’s jobs and market data allows you to take a focused, accurate approach to benchmarking. While

market assessments should be performed every two to three years at the very minimum, many jobs may require

more frequent assessments. This may be especially true for specialized or “hot” skills jobs or positions/people

whose work is strategically essential. Considering how difficult it can be to fill these roles (along with how easy it

is to lose this type of in-demand talent), yearly or even more frequent benchmark assessments are well worth the

effort.

As an outcome of benchmark assessments, you will want to analyze your current compensation structure,

internal pay positioning, and overall competitiveness. These activities, too, should be performed annually or more

frequently, if needed.

Paying based on performance in some fashion is also a common component of many companies’ compensation

philosophies. For the most effective results, make sure you’re evaluating performance fairly and consistently

and that expectations are clearly communicated to employees. Additionally, many companies are incorporating

more timely performance management tactics in an effort to turn what is often viewed as an ineffective, time-

consuming process into a communication-focused process designed to enhance employee development and

both individual and team performance. Employees don’t want to be told how their performance could have been

better last summer; instead, they want to know precisely what they can do to improve moving forward (and thus,

how they’ll be rewarded).

Training & Applying

To ensure an effective pay system, be sure to create and communicate clear standards for hiring, promoting,

offering lateral and progressive job opportunities, and making pay adjustment decisions for situations related to

job enrichment, internal or market inequities, demotions, evaluated performance evaluations, and so on.

Well-trained managers are a critical component of a successful compensation program. Such managers know

how to manage pay and communicate about compensation and performance effectively, helping to ensure that

employees are invested in their work with the company and the rewards that accompany their actions.

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Paying People Right: How to Attract & Retain Great Employees On A Budget

Building Your Compensation System

Every pay philosophy is different from one

company to the next, because each employer has

a significant number of unique factors to consider.

From industry to location to size, employers

have to carefully consider these factors when

determining the competitive position they’d like

to take on specific pay components like base

salary, incentives, benefits, and retirement. They

must also think about how these pay components

factor into hiring, retention, and engagement

strategies.

For instance, base salary is clearly a foundational element used to identify a core “competitive value” and provide

a baseline level of security. Salary is often appreciated for its ability to attract and retain, though it may not have

as much power to engage employees as, say, annual incentives or benefits. Most companies aim to pay around

the 50th percentile (by definition!) for base salary to help send the message that they’re committed to maintaining

a fair and equitable workplace.

With performance-based components like annual incentives, however, some companies target pay at above the

50th percentile, depending on their emphasis on performance and the extent to which they want compensation to

be truly variable and, hence, often more aligned with financial results.

Compensation Strategy

One’s compensation strategy comprises two key elements: your desired level of competitiveness, and your target

labor markets. The desired, or target, competitiveness is typically based on how high or low a company believes it

needs to pay in order to attract and retain the type and level of talent it needs to help drive business success. As

discussed earlier, it is entirely reasonable for employers to fine tune competitiveness by various talent segments

within the organization. About 80% of companies say they target the 50th percentile, though it’s up to each

organization to decide how competitive they’d like to be.

Defining the target labor market is just as essential. The ultimate decision answers the question “Where do you

hire people from and to whom do you lose people to?” Labor markets are generally defined using criteria of

company size, recruiting geography, and industry sector, though how these are applied differ by both type and

level of job. For instance, company size (whether revenue, assets, or number of employees) affects complexity

and scope, CEO pay levels almost always vary by size. Similarly, searches for CEO and other top executive

positions are generally national or even international in scope.

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Paying People Right: How to Attract & Retain Great Employees On A Budget

On the other hand, the job of an accounting

clerk does not change based on company size;

hence, size is not usually considered as a labor

market criterion. Given the typical pay levels of

this type of job, most candidates aren’t willing

to commute very far, and there is often a strong

supply of candidates in many local (especially if

urban in nature) areas—meaning that the labor

market will be largely local.

As is probably clear by now, you’ll likely have to look at labor markets and competitive strategy on a job by job

basis and not simply overall.

In fact, if you’re not adjusting your competitiveness for different types of jobs, you’re likely over- or underspending.

Salary Structures

The salary structure represents the range between the minimum and maximum values you’re willing to pay for

any given job. Each job will have its own place in the structure. After developing salary structures, you can then

begin to think about how you’re going to use it to hire, engage, and retain talent.

The typical hiring range tends to fall within the first and second quartile of the market value. In the first quartile,

you generally have employees with limited experience or training, while the second is often populated by

individuals who are qualified and experienced but whose skills are still developing. The third quartile typically

comprises employees who are fully qualified, experienced, and who perform well consistently, whereas the

fourth quartile typically includes talent with even more experience, training, and longer service, though the prime

determinant should be sustained performance and contribution.

Keep in mind that most compensation practitioners build symmetrical ranges, most often the traditional “80/120”

range, in which the minimum is 80% of the midpoint (the midpoint is typically viewed as the market target or

“going rate”) and the maximum is 120% of that same midpoint.

Perhaps a better way of designing a structure is to set a minimum that approximates a hiring range for that

particular job and to set a maximum that approximates the most a company is willing to pay above market

(midpoint) for a top performer who is still doing that job. This means a range doesn’t need to be symmetrical, but

it does need to suit the company’s need to hire, develop, and reward employees appropriately.

We can have a similar discussion on the subject of the distance between adjacent ranges or range midpoints.

One model is to have the same percentage distance between each range across the company (say, 7.5% or 10%).

A more flexible approach—and one that is more consistent with the realities of jobs at various organizational

levels—is to start with relatively small shifts (say, 10%) at the lowest levels of the company and increase those

distances (perhaps to 15%, 20%, and 25%) as job size increases.

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Paying People Right: How to Attract & Retain Great Employees On A Budget

Analytics

We’ve talked about assessing market

competitiveness and internal equity in a variety of

ways. While such assessments are essential and

typically form the analytical backbone of good

compensation programs, it pays (pun intended!)

to look both a little deeper and broader to test

whether your current program is truly competitive,

whether you are spending your money wisely, and

whether you are managing and rewarding your

talent as effectively as possible.

For example, you would probably expect, all things being equal, that your longer-tenured and higher performing

people would be paid higher in their market-based ranges than employees who are lower-performing and/or

were hired more recently. Counter to that expectation, a recent study showed a situation in which the highest

paid people were also the shortest-tenured and lowest performers; and the reverse was also generally true. This

study is not necessarily reflective of typical practice — the key take-away is how useful such an analysis can be in

determining if your company has put its money where its proverbial mouth is! Each company should test its pay

strategies to see if they are really working.

As another example, you might find that overall you are paying competitively, as indicated by how closely

the market target line matches your company’s policy (midpoint) line or your actual pay line. And you might

decide you’re good to go—end of story! On the other hand, you might take a look at a particular job family

(say, biochemist) and dive into the staffing allocation as it compares to the market—that is, how do your staff

proportions (number of employees in a job family by level) across, say, 6 levels compare to practices in the

marketplace?

If you find that your population skews to the high side (you have more level 5s and 6s and fewer levels 1s and 2s),

that indicates much higher overall costs, despite the fact that your jobs are paid competitively. If your business

model is such that you need that type of skew to be successful, then you can be comfortable that your pay levels

and staffing allocations are well aligned with your strategies. If, on the other hand, this skew came to be more

from loose promotion policies and ineffective management than from a clear business need, your costs will be

out of line and in need of fixing.

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Paying People Right: How to Attract & Retain Great Employees On A Budget

Pay Delivery

There are many shifts taking place within the

workplace with a goal of better facilitating an

effective pay-for-performance approach to

compensation. Many organizations, especially

those with knowledge workers, are moving away

from a focus on tasks and related performance

measures to an emphasis on facilitating individual

and team performance and the employee

development needed to help achieve those

levels of performance. Additionally, to make

performance more of a future-focused endeavor

than a “what have you done for me lately”

conversation, managers are having more frequent

conversations with their people, and additional

feedback structures have been implemented

to support a two-way dialogue. This is in sharp

contrast with the once-a-year, quantitative

rankings of the past. While pay for performance is

still favored, it is becoming much more nuanced

than formulaic.

Studies show there’s still lots of room for organizations to improve their pay-for-performance and performance

management models. In an HRsoft survey, 48% of respondents said they were moderately dissatisfied with their

current systems, while 19% said they were completely dissatisfied.

That said, while some employers may want to start from scratch to redesign their programs, many organizations

may not need to completely overhaul their pay-for-performance system. Some companies have decided to take

what works from the existing system and simply integrate those components with new strategies and tactics.

For instance, one increasingly popular tactic is giving managers more power to make pay decisions within broad

guidelines. After all, they’re the ones who are most familiar with their employees’ performance and their own

budgetary parameters, so giving them more of a say can help ensure more informed pay decisions. And may also

help employees better understand the whys and wherefores of their own pay and performance.

Options to Consider

In low-budget situations, many employers (and managers!) are naturally weary of merit increases. Here, we’ll

explore a few specific options for paying fairly while also working within a limited budget.

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Paying People Right: How to Attract & Retain Great Employees On A Budget

One approach could be to distribute the budget evenly, but as you might imagine, this option is not typically well-

received by high performers. Such an approach is much less problematic in situations where budgets are tiny,

e.g., in the 1 to 1 ½ % range, but less palatable when managers have 3% or more to play with.

Another approach might be to eliminate a salary increase altogether except for your A-players. Again, however,

this could be a difficult message to deliver, and might have a seriously negative impact on your company culture.

A third option is to take not an “either/or” approach, but instead to focus on broadening your overall employment

value proposition or total reward offering and integrating compensation into that package. With this approach,

your company will have the benefit of explicitly and implicitly providing both tangible and intangible rewards for

attracting and engaging employees.

A fourth option is to provide salary increases only where you identify market gaps. To do this, you can identify a

target market reference point and provide increases only when employees who are performing well are being

paid below that point. In this model, performance-based payments are made using only variable dollars. As in

any pay-for-performance system, this approach will work only if the company has well-defined goal setting and

performance evaluation processes supported by clear and effective communication between manager and

employee.

Ultimately, the option(s) you select will depend on your company’s current retention, engagement, and

performance goals, as well as its culture and salary increase budget.

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Paying People Right: How to Attract & Retain Great Employees On A Budget

Summary

We’ve discussed many aspects of paying

employees fairly throughout this guide, so let’s

take a moment to review a few key concepts.

Today’s market realities impose certain challenges on employers. With tight salary increase budgets,

the easy availability of (not always high quality) pay information online, and an increased demand for

transparency, compensation professionals are facing more pressure than ever before to make careful pay

decisions. There are also many quickly evolving compliance and regulatory factors to track and consider.

Paying people fairly can be broken down into three main steps: planning, documenting and analyzing,

and training and applying. Because the market changes constantly and some high-skill positions

are difficult to fill, it’s important to develop a routine for performing regular and accurate benchmark

assessments.

For most companies, an effective compensation system must start by being “appropriately competitive.”

Oftentimes, the target is to pay at around the 50th percentile, although companies need to take into

account their different talent segments, which might require more frequent adjustment, higher market

targets, or both. Reviewing internal pay equity is as important as analyzing the market. Your salary

structure is where those two components meet, so make sure your structure is well-designed, clearly

communicated, and supports your hiring, retention, and performance strategies. You might also want to

take a deeper and broader look to test things like your staffing allocation and your overall relationship

between performance, experience, and pay levels. This can help ensure you are able to clearly see both

the forest and the trees!

The majority of companies are in favor of linking compensation to performance, but it’s clear there’s room

for improvement in terms of how this is implemented. Employees are seeking more frequent and future-

focused performance feedback, which may help them grow, contribute to the success of the company,

and stay engaged. When it comes to pay delivery, most companies will need to take a holistic look at

total rewards and be sure to factor in intangible elements to create a more powerful employee value

proposition. As such, all aspects of reward need to be considered.

The precise methods you choose to implement to pay people fairly is still up to your organization, but now you

have many options to consider. By looking at both internal and external pay factors and weighing these against

your company goals, you can create and apply a more powerful compensation plan to benefit both your skilled

high performers and your organization overall.

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Paying People Right: How to Attract & Retain Great Employees On A Budget

About the Contributors

Andy Rosen | Principal, Andrew Rosen Consulting

Andy Rosen is a highly-experienced management consultant, consulting firm executive, and board member with more than 40 years of business experience. He is principal with Andrew Rosen Consulting, a compensation/reward consulting firm, and a member of the advisory board of Plus3 Network, a company that encourages employees to become more active by directly linking their activities to charitable contributions. He earned an MBA in Finance from the Wharton School.

Deb Grigson | Founding Partner, eConsultingNetwork

Deb Grigson is a founding partner at eConsultingNetwork, a compensation consulting and technology firm founded in 2005. She is co-developer of JobBlox, TM, a simple yet powerful web-based job content/job description management solution. Prior to establishing eConsultingNetwork, Deb was an Assistant Vice President at Aon Consulting, providing compensation and related technology consulting to a wide range of organizations. She earned a Master’s in Education, Psychology/Education from Bucknell University.

ResourcesHRsoft is a cloud-based, High Impact Talent Management™ software

company that specializes in improving employee engagement

and retention for mid-large sized employers. Our High Impact

Talent Management System™ includes modules for compensation

management, applicant tracking, management software, total rewards,

stay interviews, and content management.

Phone: 866.953.8800 | Email: [email protected] | Web: http://hrsoft.com

About the Contributors

Andy Rosen | Principal, Andrew Rosen Consulting

Andy Rosen is a highly-experienced management consultant, consulting fi rm executive, and board member with more than 40 years of business experience. He is principal with Andrew Rosen Consult-ing, a compensation/reward consulting fi rm, and a member of the advisory board of Plus3 Network, a company that encourages employees to become more active by directly linking their activities to charitable contributions. He earned an MBA in Finance from the Wharton School.

Deb Grigson | Founding Partner, eConsultingNetwork

Deb Grigson is a founding partner at eConsultingNetwork, a compensation consulting and technol-ogy fi rm founded in 2005. She is co-developer of JobBlox, TM, a simple yet powerful web-based job content/job description management solution. Prior to establishing eConsultingNetwork, Deb was an Assistant Vice President at Aon Consulting, providing compensation and related technology consult-ing to a wide range of organizations. She earned a Master’s in Education, Psychology/Education from Bucknell University.

Brian Sharp | Chief Marketing Offi cer, HRsoft

Brian Sharp is the Chief Marketing Offi cer at HRsoft, a High Impact Talent Management™ software compa-ny that specializes in cloud-based software solutions to improve employee engagement and retention.

With over 20+ years of marketing and management experience, Brian has been involved in the start-up, development and successful exits of three companies. As an award-winning speaker, he is a frequent presenter and author on the topic of HR technology & strategy. At HRsoft, he is responsible for product marketing and company branding across North America.

Copyright © 2017 HRsoft Page 15

Paying People Right: How to Attract & Retain Great Employees On A Budget

About the Contributors

Andy Rosen | Principal, Andrew Rosen Consulting

Andy Rosen is a highly-experienced management consultant, consulting firm executive, and board member with more than 40 years of business experience. He is principal with Andrew Rosen Consulting, a compensation/reward consulting firm, and a member of the advisory board of Plus3 Network, a company that encourages employees to become more active by directly linking their activities to charitable contributions. He earned an MBA in Finance from the Wharton School.

Deb Grigson | Founding Partner, eConsultingNetwork

Deb Grigson is a founding partner at eConsultingNetwork, a compensation consulting and technology firm founded in 2005. She is co-developer of JobBlox, TM, a simple yet powerful web-based job content/job description management solution. Prior to establishing eConsultingNetwork, Deb was an Assistant Vice President at Aon Consulting, providing compensation and related technology consulting to a wide range of organizations. She earned a Master’s in Education, Psychology/Education from Bucknell University.

ResourcesHRsoft is a cloud-based, High Impact Talent Management™ software

company that specializes in improving employee engagement

and retention for mid-large sized employers. Our High Impact

Talent Management System™ includes modules for compensation

management, applicant tracking, management software, total rewards,

stay interviews, and content management.

Phone: 866.953.8800 | Email: [email protected] | Web: http://hrsoft.com

Copyright © 2017 HRsoft Page 15

Paying People Right: How to Attract & Retain Great Employees On A Budget

About the Contributors

Andy Rosen | Principal, Andrew Rosen Consulting

Andy Rosen is a highly-experienced management consultant, consulting firm executive, and board member with more than 40 years of business experience. He is principal with Andrew Rosen Consulting, a compensation/reward consulting firm, and a member of the advisory board of Plus3 Network, a company that encourages employees to become more active by directly linking their activities to charitable contributions. He earned an MBA in Finance from the Wharton School.

Deb Grigson | Founding Partner, eConsultingNetwork

Deb Grigson is a founding partner at eConsultingNetwork, a compensation consulting and technology firm founded in 2005. She is co-developer of JobBlox, TM, a simple yet powerful web-based job content/job description management solution. Prior to establishing eConsultingNetwork, Deb was an Assistant Vice President at Aon Consulting, providing compensation and related technology consulting to a wide range of organizations. She earned a Master’s in Education, Psychology/Education from Bucknell University.

ResourcesHRsoft is a cloud-based, High Impact Talent Management™ software

company that specializes in improving employee engagement

and retention for mid-large sized employers. Our High Impact

Talent Management System™ includes modules for compensation

management, applicant tracking, management software, total rewards,

stay interviews, and content management.

Phone: 866.953.8800 | Email: [email protected] | Web: http://hrsoft.com

Copyright © 2017 HRsoft Page 15

Paying People Right: How to Attract & Retain Great Employees On A Budget

About the Contributors

Andy Rosen | Principal, Andrew Rosen Consulting

Andy Rosen is a highly-experienced management consultant, consulting firm executive, and board member with more than 40 years of business experience. He is principal with Andrew Rosen Consulting, a compensation/reward consulting firm, and a member of the advisory board of Plus3 Network, a company that encourages employees to become more active by directly linking their activities to charitable contributions. He earned an MBA in Finance from the Wharton School.

Deb Grigson | Founding Partner, eConsultingNetwork

Deb Grigson is a founding partner at eConsultingNetwork, a compensation consulting and technology firm founded in 2005. She is co-developer of JobBlox, TM, a simple yet powerful web-based job content/job description management solution. Prior to establishing eConsultingNetwork, Deb was an Assistant Vice President at Aon Consulting, providing compensation and related technology consulting to a wide range of organizations. She earned a Master’s in Education, Psychology/Education from Bucknell University.

ResourcesHRsoft is a cloud-based, High Impact Talent Management™ software

company that specializes in improving employee engagement

and retention for mid-large sized employers. Our High Impact

Talent Management System™ includes modules for compensation

management, applicant tracking, management software, total rewards,

stay interviews, and content management.

Phone: 866.953.8800 | Email: [email protected] | Web: http://hrsoft.com