(847) 236-1208

A national not-for-profit (NFP) that works to relieve the isolation and loneliness among the elderly with a staff of approximately 50 employees and many volunteers

The Situation

There was no compensation structure in place or salary administration guidelines. Employees felt salary actions were based on favoritism. Performance management approach was secretive and lacked consistent approach for performance evaluations. There was no incentive plan in place for management to align rewards with the accomplishment of strategic objectives.

The Deliverables

  • Design a compensation structure that would be appropriate for this organization.
  • Develop a consistent process for reviewing performance and determining pay increases that was more consistent and transparent.
  • Develop salary guidelines as a guide for future salary actions.
  • Develop an incentive program for management.

The Results Achieved

  • The approach to performance management was enhanced, and received positive feedback from both managers and employees alike.
  • Manager and employee communications increased, and resulted in better understanding of the compensation program, greater consistency and transparency.
  • Management incentive program created goals that tied to the organization’s vision and mission, and were more integrated across departments.