To be sure employees would understand the changes, managers needed to first understand the principles behind performance-based pay and rewards. Then they could be trained in how to explain it to their direct reports. Adding to the complexity, the company’s leadership council would be playing a key role in approving communications. This would require an integrated, phased approach.
Phase 1: Announce Changes
- Develop a 15-month communications plan to address all phases in the new process, from initial training to rollout and full use.
- Design materials for HR to educate managers on grade level/base pay adjustments, and to train them for employee discussions.
- Email all employees, announcing the upcoming changes and what to expect next.
- Post-survey employees to gauge overall understanding of changes, and ensure they’ve met with managers.
Phase 2: Roll Out New Performance System
- Prep managers for mid-year employee reviews using new performance measures — provide talking points and personalized statements.
- Create personalized employee statements showing changes and new salary band.
- Conduct leadership council and HR focus groups to discuss feedback.
Phase 3: Train for Performance-Based Discussions
- Design and roll out training curriculum for executives and managers, with a deep dive into all four compensation principles.
- Stress the link between pay/rewards and performance (of the employee, the business unit, and the company overall)
Phase 4: Reinforce “Pay for Performance” with Employees
- Create and roll out “It Pays to Know” campaign to employees — email campaign with links to a full brochure, plus newsletter version mailed to those directly impacted by grade/pay change.
- Stress the link between pay/rewards and performance (of the employee, the business unit, and the company overall).
- Review new system results with leadership council one year after initial implementation, and assess need for additional communications.