Searching Workplace Equity on page 54

Presenters Eric Weinberg VP, Head of Executive and Equity Compensation Prudential CCP®, GRP® Compensation practitioner by day, challenging the status quo in our industry by night, Eric Weinberg currently leads Executive and Equity Compensation at Prudential.

Interim Leaders Bring Critical Pay Decisions , Workspan Daily article;An Innovative, Best-Fit Approach to Design Executive Comp Programs , Workspan Daily article;Competing for Executive Talent When Equity Vehicles Aren’t an Option , Workspan Daily article;Executive Compensation Immersion Program , course; Choosing the right candidate to fill the corner office comes with a unique set of challenges.

What You Will Learn: Important concepts like compensation philosophy, internal vs. external pay equity, relevant labor markets, benchmark jobs and market-pricing.

However, when an employer initiates a worker's demotion, one of the biggest considerations is how to handle morale and performance issues if the employee’s pay is decreased — or how to address pay equity questions that may arise if the employee's higher salary remains in place.

For WorldatWork Members How to Calculate the ROI on Your Wellness Program , Journal of Total Rewards article;Workplace Wellness: Best Practices Study , Journal of Total Rewards article; Employers in the United States need to base the components of a compliant employee wellness program on their thorough understanding of interconnected laws.

The ability of a president to fire members of federal agencies has great impact on HR and total rewards professionals since many of these bodies — including the NLRB, Equal Employment Opportunity Commission, Securities and Exchange Commission, Social Security Administration, and Pension Benefit Guaranty Corporation — oversee critical aspects of work, the workforce and the workplace.

When developing a proactive counteroffer strategy, the business may consider the following, among other items: mission critical roles,;high-performers or high-potential employees,;salary or range penetration thresholds,;employees with poor (low) internal equity considerations, and;when the employee can be transferred to another team or project.; Developing a set of criteria that considers when a counteroffer is justified will create a more consistent and fair process for counteroffers.

Some of the most common benefits within these plans, according to Carpenter, include: College funding alternatives for families of executives;Sabbaticals;Flexible retirement alternatives to qualified plans ;Choice funding for life events such as turning age 50 and purchasing a vacation home;Phantom equity arrangements when stock is not available to share;In-service payments above annual bonuses for short term retention subject to restriction; The appeal to younger executives is a shorter commitment to realize the benefit, with some plans triggered in as little as five years.

When developing a proactive counteroffer strategy, the business may consider the following, among other items: • mission critical roles, • high performers or high-potential employees, • salary or range penetration thresholds, • employees with poor (low) internal equity considerations, and • when the employee can be transferred to another team or project.

The reps are comfortable with the internal equity of pay and market comparison has not been an issue.