MERCER SURVEY PANEL 2013 PAY FOR PERFORMANCE SURVEY NOV 2013 INTRODUCTION Organizations continue to struggle with their pay for performance approaches. New economic realities, reduced pay increase budgets and incentive pools, shareholder activism, and emerging government regulations make well- managed pay for performance increasingly critical, but ever-more difficult to achieve. For questions, additional Frequently, HR and Rewards leaders ask us for best practices in the design and information or feedback implementation of pay for performance. If we or anyone chose to answer that on the survey results, query by relying on prevalence alone, a person would be left to believe there is please contact: one basic model of pay for performance that constitutes best practice – namely an approach that relies on increasingly differentiated financial Customer Service: 800 333 3070 incentives where year-to-year base pay increases and annual incentive payouts Email:
[email protected] are strictly aligned to individual performance. To learn more about Mercer products and services, please visit imercer.com Jeanie Adkins, Partner +1 502 561 8944
[email protected] The information and data contained in this report are for information purposes only and are not intended nor implied to be a substitute for professional advice. In no event will Mercer be liable to Brian Levine, Partner you or to any third party for any decision made or action taken in reliance of the results obtained through the use of the information and/or data contained or provided herein. +1 212 345 4194
[email protected] ©2013 Mercer LLC. All rights reserved. Survey materials and the data contained therein are copyrighted works owned exclusively by Mercer and may not be copied, modified, sold, transformed into any other media, or otherwise transferred in whole or in any part to any party other than the Haig Nalbantian, Sr.