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Rossi: The answer varies significantly by industry, customer type — such as business-to-business versus business-to-consumer — and sales role, but some fairly common tactical sales compensation changes that may last in the long term include simplifying plans to two measures (three maximum), to enable agility with less to analyze/change, ensure better administration, and reduce goal-setting pressure and workload for sales operations as well as sales.

When employers share more information about why employees are paid their current compensation — including information such as an organization’s gender pay gap, as well as details around salary ranges and industry salary benchmarks — it can have the power to build employee trust and retain talent.; Pay transparency is becoming increasingly important for today’s employees and job candidates.

Given the uncertain economic environment, however, and — depending on the industry or specific company — 2023 salary budgeting , organizations are faced with a predicament when it comes to these end-of-year conversations and decisions with employees seeking raises.

Pay Range Overlap (%)=Max(Range 1 Max, Range 2 Max) - Min(Range 1 Min, Range 2 Min)Min(Range 1 Max, Range 2 Max) - Max(Range 1 Min, Range 2 Min)​×100 Min (Range 1 Max, Range 2 Max): The lower of the two maximums.

An easy-to-use Online Reporting Tool facilitates tailored reporting based on industry, organization size and/or geographic region (within the U.S. and Canada), helping compensation, Total Rewards, and HR professionals prepare informed salary budget recommendations for their organizations.

Kathleen Schulz, the global innovation leader of organizational well-being at risk management firm Gallagher, shared that in their organizational well-being poll, the number one word that C-suite respondents used to describe their culture was “stressful,” followed by “demanding” — a stark difference from the “all industry” response that had “collaborative” as the top vote-getter, followed by “supportive.”Additionally, 43% of C-suite respondents stated that interpersonal conflict within their organization was on the rise, compared to 32% of “all industry” responders.

Academy of Management Annals 12(1): 5–36.

These refer to the second major component: the HOW (see Figure 1).

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The discussion reflected a broader industry movement toward positioning rewards as a strategic business driver rather than a transactional HR function.