When every hire is a negotiation,
you do not have a compensation strategy.

HR leaders call us when compensation has become the organization's most time-consuming and conflict-prone HR issue - managers making offers at wildly different levels for similar roles, employees discovering inequities and raising formal complaints, and no data available to defend any of the decisions that have been made. We build the structure, the market data, and the policies that end the negotiation cycle and give your team a defensible framework to work from.

Finance and executive leaders call us when the organization has grown past the point where informal compensation management is sustainable - headcount is growing, the budget for personnel is becoming one of the largest line items, and nobody can say with confidence whether the organization is over-paying, under-paying, or both at the same time in different departments. We bring the market data, the structure, and the administration framework to make compensation a managed asset, not an unmanaged liability.

Post-merger and post-restructure situations create immediate internal equity problems - two salary scales, two job titling conventions, and two different approaches to compensation management that need to be rationalized into a single, fair, defensible structure. We have extensive experience conducting staff compensation studies in post-merger environments, including the sensitivity and change management that makes the transition workable for employees and legally defensible for the organization.