MorganHR Podcast – Aligning Comp to Culture and Strategy | Episode 1

MorganHR Podcast – Aligning Comp to Culture and Strategy | Episode 1

Aligning Comp to Culture and Strategy

by Laura Morgan

Listen to the podcast here >

I guess this is where I’d say that you need to identify key programs that you have, and then actually deliberately determine how they link to your culture.

I start with base salary, you know, when you review a base salary, and you know, you’re ensuring that they’re competitive every year do you actually communicate that?

  • Do you share the results and the ranges so that your employees know that you’re investing in understanding their base salaries?
  • Do you have actually tenure based programs?
  • Do you value tenure?
  • If you search for longevity?
  • Do you want to have people feel committed to the business from a longer perspective?

Let’s start off with a simple one, do you actually have an awards program that is either monetary, or do you give them a cash award or non-monetary that people receive a public announcement? Or do you share the non-monetary recognition across your company in your newsletter?

I think there’s also I hear conversations about entrepreneurial spirit companies Well, in order to see if that’s true, you might have people that, you know, get exposed to the impact of the company. And if you’re really entrepreneurial, and in the good years you gain, and in the harder years, you might lose. If you really want to have an entrepreneurial spirit within your culture, you would have more opportunities for people to see and understand and actually have a financial impact on their take on how to be an entrepreneur.

On the other side, if you’re paternal. I usually use this as an example, if you remember the old movie with Scrooge or the play. And the original apprentice boss of Scrooge Fezziwig… Fezziwig was very, I would envision he was a way to say I’m going to be discretionary. If you make me happy from a paternal perspective, I’m going to give my child or my employee a good increase or a good reward. If I’m not happy, I would then not reward, so I also look at paternal kinds of environments that are very guarded to keep people focused on what makes the leader happy and strategically aligned but a little bit more in the dark for their employees.

So it’s not right or wrong. It’s just to know your culture. And then from there, do you align your rewards programs as such?