1. Chapter 5 Compensation & Benefits
Compensation Programs
Developing a Compensation Plan
Establishing Pay Rates
Employee Benefit Programs
Voluntary Benefits
Employee Services
Cost of Benefits

2. Compensation Philosophy
Basic Goals:
To attract, retain, & motivate the best employees.
Labor costs vary from around 18-30% of sales.
Benefits can be around 6% depending on how many people qualify for them.

3. Compensation Leadership
Wages & salaries are only a part of the total compensation package.
Compensation is divided into:
Direct compensation
Base compensation
Pay incentives
Indirect compensation

4. Compensation Goals & Strategies
Legal, ethical, & morale.
To pay in the top 10% of a competitive set.
To offer the best possible total compensation program.
Pay equity.
To recruit & retain the best employees.
To reduce unnecessary turnover & the associated costs.
Controlling labor costs.
Rewarding longevity.
Rewarding superior performance.
To establish a pay system that employees consider fair & equitable.

5. Compensation Strategies
A compensation strategy is the ‘what needs to be done to get where we want to go’ or how we meet the goals.

6. Labor Market Conditions
Market conditions in the area of the business.
In a tight labor market (generally occurs in good economic times, with low unemployment), good employees are hard to find.

7. Labor Market Conditions
When the labor market is loose, & unemployment higher, employees are easier to find.
There is also an internal labor market where companies give priority to present employees in promotions & transfers.

8. Legislation & Legal Issues
The Fair Labor Standards Act of 1938:
Exempt & Nonexempt Employees
Minimum Wages
Overtime
Reporting Tip Income
Equal Pay Act of 1963

9. Developing a Compensation Plan
Job Analysis Descriptions & Specifications:
Gathers information on specific tasks, duties, & responsibilities.
Job Classifications & Titles:
Jobs are classified into groupings.

10. Developing a Compensation Plan
Job Skills Approach:
Identify tasks that need to be performed.
Determine what skills are needed to perform the tasks.
Develop tests or measures to determine whether an individual has learned the skills.
Price each skill based on its value to the organization.
Communicate to employees the skills they can learn & how much they will be paid for learning them.

11. Developing a Compensation Plan
Points Factor Method:
Key jobs are examined by taking important factors into consideration.
A team, including HR & department managers, develop a list of skills, knowledge, effort, responsibility, job conditions, problem solving, & accountability for the key jobs.

12. Developing a Compensation Plan
Wage & Salary Survey:
Used to find out what comparable companies are compensating their employees.
The outcome provides HR professionals & managers information on wage & salary ranges for each job position & allows comparison to aid decision-making.

13. Establishing Pay Rates
Pay grades are established based on performance, experience & seniority.
We compensate those of greater value with higher pay & possibly benefits based on a grade system.
The grade system determines the number of points for each pay grade.

14. Pay for Performance
Includes raises based on performance & bonuses based on specific results.
Bonuses are frequently given in the hospitality industry.
Incentives are frequently given to hotel sales professionals based on the room nights or revenue they bring to the property.
Incentives may be given to both individuals & groups.

15. Establishing Pay Rates
Profit Sharing Plan or Stock Bonus Plan:
A defined contribution plan under which the plan may provide, or the employer may determine, annually, how much will be contributed to the plan (out of profits or otherwise).
Contains a formula for allocating to each participant a portion of each annual contribution.
May include a 401K.

16. Establishing Pay Rates
Cost of Living Adjustments:
The consumer price index, which is published by the Bureau of Labor Statistics (part of the Department of Labor), is used as an indicator of real purchasing power.
It measures the cost of living by averaging several elements at a certain time then measures the same elements after a given time period.
A rise in the consumer price index is also known as inflation & is expressed as a percentage.

17. Employee Benefit Programs
Divided into 2 groups:
Those required by law:
Worker’s Compensation
Social Security
Unemployment Insurance
Unpaid Leave

18. Employee Benefit Programs
Those the company decides to offer:
Healthcare Plans:
Fee-For-Service Plans
Health Maintenance Organizations
Preferred Provider Organization
Cafeteria Plans
Retirement Benefits
Pension Plans:
Defined Benefit Plan
Defined Contribution Plan
Employee Stock Ownership Plans
Life Insurance
Long-Term and/or Short-Term Disability Insurance
Paid Time Off

19. Employee Services Uniforms Employee Meals
Transportation, Housing, & Moving Expenses
Purchase Discounts
Tuition Reimbursement

20. Cost of Benefits Benefits can add up to 35 to 40% of payroll!
As the cost of benefits continues to escalate, employers are looking for ways to offer the same level of benefits at a reduced cost.
This is attempted by grouping insurance plans for health & other benefits & ‘shopping’ for the best price by using a broker or direct purchase.
When a large company buys they have power in their numbers so rates drop.
Some employers may offer a basic plan with options for employees to consider taking.
© 2010 John Wiley & Sons, Inc