Mercer is a global consulting company that has more than 19,000 employees in more than 40 countries. One of the company’s major consulting practices is talent management. My colleague Mark Smith assessed Mercer’s survey delivery product WIN for compensation management in September 2011. Mercer recently held an analyst day in Boston where speakers discussed the launch of a new internal group focused on talent management and a new talent management suite sold as part of its consulting services.
To retain talent, organizations must ensure that their workforce’s compensation is comparable to that of their industry peers. As part of this effort, they should integrate compensation reviews with goal and performance reviews to ensure employees are paid their fair market value; otherwise the best talent will become a flight risk. Many organizations understand this; in our performance management for talent management benchmark research, two-thirds said they want to integrate compensation with the review process. But most companies have more to do; they need to establish a continuous process that compares all information on new hires, promotions and market events, at least as part of an annual performance review or preferably every quarter. They should not delay change until employee feedback or exit interviews indicate that being underpaid is a primary reason for people leaving.
Topics: Performance Management, Social Media, Human Capital Management, human resources, Mercer, Metrics, performance indicators, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, productivity, salary benchmarking, talent acquisition, Talent Management, talent management metrics, Workforce Analytics