Establishing strategic pay plans

Determining periods,estsblishing periods, pricing

managerial and professional jobs,compensasion trends,
objectives of inter national compensasion,appoches to
inter national compensation, issues related to double
taxation
 Today there is a lot of talk about compensation, its cost to the organization and the company's return on its compensation investment. As a result, a variety of
new pay systems have been developed, each with its own objectives, benefits and risks. Some companies have already installed new pay plans, and many more
are considering it.
Many companies that have implemented various new Pay Plans find that plan objectives become disconnected from the larger picture; they have been designed
with a local rather than a global view. These companies are looking for a way to integrate their pay systems into a cohesive whole so the plans drive the
company objectives.
 Other companies are beginning to look at new plans, wondering how these plans will fit into the current pay system.
Often, there is little connection between the new pay systems and the overall business plan of the organization. New pay systems are designed to achieve specific, departmental objectives or, worse, they are because "everybody is doing
it."
The traditional function of pay to attract, retain and motivate employees has not changed with the introduction of new pay systems; but the emphasis has shifted from the attraction and retention functions to the motivation function.
The planning Process
Strategic compensation planning allows an organization to focus on its strategic objectives and develop a comprehensive plan, considering base pay, short- and long-term incentives, benefits and growth opportunities. This kind of
planning helps ensure that the compensation system will support the organization's long-and short-term objectives without overlap, which would have more than one pay plan driving the same objectives.
The ultimate objective of this process is to ensure that the compensation system attracts and retains the desired employees and that it motivates them to do those things that support the business plan.
• International compensation and benefits
• Through our GES practice we offer innovative strategies
to align employee performance with our clients' global
objectives. Such strategies include designing and
implementing global equity, retirement/deferral and
medical plans. These strategies are delivered in tandem
with our worldwide tax planning and detailed
accounting analysis capabilities to result in programs
that not only meet employee needs but tangibly drive
significant increases in shareholder value.
• The Balance Sheet is an approach originally designed by ORC that retains the expatriate
in the home-country salary structure and provides allowances to enable the expatriate
to maintain a standard of living broadly similar to that enjoyed at home.
• Base salary is analyzed into four main expenditure categories— income taxes, housing,
goods and services, and reserve (pension contributions, savings and investments). The
chart illustrates how these expenditures may be affected by an international assignment
and how the employer maintains home-country purchasing power for the assignee.
• Home-country salary shows the basic level of each category at home.
• Assignment-location costs indicate that expenditures for income taxes, housing, and
goods and services are typically higher abroad.
• Assignment-location costs paid by employer and from salary demonstrates that
expatriates pay the same amount as their domestic counterparts, with the employer
making up the difference, as indicated by the shaded portion of each category.
• Home-country equivalent purchasing power illustrates that expatriates have the same
purchasing power as typical domestic peers, and may also receive incentives.