pay

In our recent series on managing different kinds of workers – overachievers, under-performers, and everyone in between – we talked a lot about salaries. For one, we noted that it’s often appropriate to pay high performers more. That’s because top performers produce a disproportionate amount of the results for an organization (the top 5-8% of workers can produce over a quarter of the results for the organization).

Figuring out how much to pay your people is always a delicate balancing act. First, you want to offer enough that you attract the best and earn their loyalty; for example, PayScale’s 2015 Compensation Best Practices Report found that “seeking higher pay elsewhere” was one of the two top reasons employees might leave a company.
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