In leadership roles, you can roll the dice and make decisions based off hunches, or you can access data that helps you make informed choices. Employers Council gives you the information you need to make better decisions about your current pay practices and HR metrics so you can stay competitive in your market.
View survey data on a very broad range of HR Metrics and arm yourself with the facts needed to make informed decisions on how you shape your entire benefits package. Effective decisions are reliant on the quality of data and the effectiveness of analysis and implementation. Employers Council regularly conducts community and industry roundtables to determine our member's survey needs. We also hold an annual briefing session to assist members in understanding and applying our survey data in their workplace.
Align your employee compensation with your business goals, solidify your HR metrics and excel in performance management. Join Employers Council and access data and metrics to build the benefit package that’s right for you.
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Employers Council Pay Practices and HR Metrics Services
Whether you are refining a pay plan or analyzing employee metrics, Employers Council provides you with data to make competitive and informed decisions. Employers Council will not only help you understand the data, but also help you implement the insights into your organization. We can help you solidify your current pay practices to ensure internal equity and consistency throughout the organization.
Our Miscellaneous Benefits Survey reports on policies like automobile reimbursement, moving allowances, tuition aid, travel expenses, child care and much more, so that members in Arizona, Colorado, Utah, and Wyoming have the metrics they need to make knowledgeable benefit decisions.
This insights from this survey can be eye opening. If you are a small employer, the data can provide a glimpse into what employers do to grow into larger, effective organizations. If you are a large employer, the data can bring light to practices other employers are implementing that you may have not yet considered. Our rich survey data allows you to learn how other organizations allocate resources to the positions your organization has currently or will need to fill in the future.
In addition to wage and salary data, we offer survey statistics on pay practices that provide insights on:
Incentives in the workplace are items of value that drive employees to do more of whatever encouraged behavior or performance is desired by the employer. The key is to practice recognition while driving your business forward: creating trust within your team and building employee motivation and engagement.
Incentives can come in the form of bonuses, increased vacation time, office snacks, wellness stipends, or whatever your employees value. Manage your incentives to promote behavior and success to accomplish organizational goals, not create entitled or demotivated employees. Your employees want to be a part of something bigger, and when they are recognized and rewarded by individual or group successes, that behavior is reinforced.
When employees feel valued, they are also more likely to stay at a company. Incentives don’t always need to be grand gestures - daily interactions can create a positive work environment. A simple thank you or showing interest in your employees’ weekend plans can go a long way.
Bonuses have been a key HR asset for a long time and are viewed as great motivational tools for employees. Bonuses promote workforce efficiently and productivity, while contributing to engagement and retention. They can be distributed when higher-than-average performance is displayed to award significant professional development, or during specific times of the year, like the holidays.
Employees can be motivated or demotivated by bonuses – it depends on how management approaches compensation, which is why it is important to establish an employee bonus plan. There are multiple types of bonuses, and it is important to keep track of all of them and whether they accomplishing what they are supposed to.
Overtime pay is additional compensation when an employee works more than 40 hours in a workweek. Plan accordingly to reduce the number of overtime hours needed and to pay overtime employees the appropriate amount.
Examine your employees’ workloads and allot the appropriate number of hours for a job to be completed. Equip your employees to succeed during the week. Give them tips on how to prioritize tasks, work efficiently and manage their time well. Lastly, track employee productivity as a part of your performance management plan.
An HR practice and responsibility includes reporting on employee pay. Employees can be responsible for reporting their hours, overtime and not, but HR determines which of those hours should be counted (typically discussed prior to employee reporting). Establish and communicate reporting expectations with your employees.
On-call employees are off site, but are available to work if they are called. Some organizations provide on-call employees with supplemental compensation, which can be overtime or an additional flat amount per week. It is important to establish an on-call compensation plan so employees know what to expect of you as the employer, and what is expected of them.
o Shift-premium is additional pay provided to employees who work split shifts, evening shifts, holidays, weekends, or the less desirable shifts. This plan typically compensates employees with an additional premium on top of the base rate. If your business operates during these times, reward your employees appropriately for the inconvenience.
Severance pay is granted to an individual during their involuntary employment termination. This pay can help your former employees bridge the financial gap before they find another job, or it can help them in their job search if you pay for outplacement or training services. Employers are not required to offer severance pay, but it leaves a better impression with the former employee.
Get to know the market and analyze current industry trends around pay practices. A structured plan can support organizational goals, while improving employee engagement, reducing turnover, and preventing inequity issues. Define every condition of employment before signing collective bargaining agreements. Be sure to include an employee relations manager in these discussions to represent the best interests of the employees.
Align your compensation system with your business model and culture, while staying competitive within your industry. The compensation experts at Employers Council can help you interpret data and design appropriate employee packages to help you attract and retain the right talent.
It is more cost-effective to retain your current employees than it is to acquire new talent. Employee turnover is the percentage of employees who leave a company, voluntarily or involuntarily, and are replaced by new employees. A goal of every HR department is to reduce the employee turnover rate.
What contributes to employee turnover and retention? Why are employees leaving, and why are employees staying? The data from our surveys provides insights into employee satisfaction and dissatisfaction. After you review these analyses and metrics, you can adjust your organizational practices to retain more talent and reduce your turnover rate.
Employee tenure is the time an individual has worked with an organization. Employees with greater tenure are typically paid more and have more seniority, but tenure is not indicative of employee performance and productivity. Before your oldest employee approaches you asking about your tenure benefits, establish a plan. Is tenure something that your organization values? If so, how will you reward employee loyalty?
Job absence rates
In an HR role, you need to pay attention to employee absences so they do not become habitual. Communicate your expectations to new employees – this may seem obvious, but showing up to work is a requirement. If an employee is absent, determine the reason why, and support them if that is needed. If an employee does not have a justified reason, communicate that they were needed at work and were missed. Keep accurate records of employee absences, and recognize good attendance. Make employees feel needed and respected. Employers Council has job absence data for Arizona, Colorado, Utah and Wyoming.
No matter your company size, the professionals at Employers Council are here to help you attract, hire, train, and retain your workforce. Determine what employees in your industry value, and cater to those needs.
What are the advantages to using salary ranges?
A salary range is a range of pay that an employee who works in a particular job may earn, depending upon knowledge, skills, and abilities. Using a range rather than an exact number allows an employer to balance consistent pay in a job title with differences in education, experience, or performance.
Do my employees compare salaries?
The National Labor Relations Act states that employers can't ban the discussion of salary and working conditions among employees. However, this law does not mean that employers need to provide public salary information. Employers Council can help you establish sound pay policies that will help you retain employees even in the event they choose to compare their salaries.
Am I required to communicate my company’s pay plan to an employee who makes a lateral transfer?
Employers are not required to provide the details of their pay plan to employees at any time, including when a transfer of any type has been made. That being said, it is wise for employers to consider the employee relations implications of a lack of employee pay transparency. Providing employees with information about the salary range they are currently in and changes when they take place is a good way to maintain a positive relationship with employees.
What if my employee asks to split their shift or work on the weekends? Do I still have to pay them a shift premium?
It is advisable for employers to manage their pay practices in a consistent manner. If shift premiums are part of the standard pay for a particular shift then they should be paid to whoever works, whether the employee volunteers or is compelled to work the shift. Inconsistent practices in this area could lead to an appearance of preferential treatment or discriminatory practices.