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原版定制【微信:41543339】【(ASU毕业证书)亚利桑那州立大学毕业证成绩单】【微信:41543339】成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%以，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信41543339】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。

留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才

留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务

→ 【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！

1. Fundamentals of
Compensation
We start 3 minutes past the hour
Sam Noble
Compensation Consultant

2. 2
NAVIGATING THE WEBINAR
Type in Questions
Here
Access Handout
Links
This session will be recorded

3. Develop Pay Philosophy
Define Your Strategy
Created Ranges
Policies
Processes
ELEMENTS
OF A
COMP
PLAN

4. COMPENSATION PHILOSOPHY
❑What are the driving factors behind your compensation plan?
✓Attraction
✓Retention
✓Motivation
❑What do you currently reward?
✓e.g., Performance, Proficiency, Skills, Tenure
WE BELIEVE…
Our compensation program is a management tool that,
when aligned with effective communication plans, is
designed to support, reinforce, and align our values,
business strategy, operation & financial needs with a goal
of growth and profitability.

5. MARKET STRATEGY BASICSKEY CONCEPTS
•Talent Market
•A Benchmark Job

6. WHAT IS A TALENT MARKET?
Where do you compete for talent?
Talent
Market
INDUSTRY
ORG SIZE
LOCATION
ORG TYPE

7. WORKFORCE SEGMENTATION
Targeting some areas of the organization differently

8. WOULD YOUR ORGANIZATION
BENEFIT FROM A SEGMENTED
APPROACH TO COMPENSATION?

9. 10
TH

PERCENTILE
50
TH

PERCENTILE
90
TH

PERCENTILE
LAG THE MARKET
MEET
THE
MARKET
LEAD THE MARKET
And at what level do you compete?
YOUR COMPETITVE POSITONING

10. MARKET DATA SOURCES
Traditional
(Standard) Surveys
•Well-understood
•Participant list
•Data is broad
•Lacks freshness
•Usually published
annually
Pre-Mixed Data
•Cover gaps in
traditional data
•Low transparency in
terms of source
•Freshness is
unknown
Employee Reported
Data (ERD)
•Granular data
•Covers more jobs
and locations
•Some groups are
underrepresented
•Updated daily
“Scraped” Data
•Insight into the
demand for labor
•Does not reflect
actual pay
Government Data
•Broad comp trends
•Available for select
industries and
locations
•Fairly dated
•Free!
HRIS/Internal Data
•Great for internal
analysis
•Pay Fairness
•More of a manual
process
•No external market
•Freshness varies
Two considerations to make when selecting your market data sources are:
-Are they current, accurate, and validated?
-Do they cover the data needs of your jobs and organizations?

11. PAY RANGESKEY CONCEPTS
•Pay Grades & Ranges
•Green & Red Outliers
•Range Penetration

12. REQUIREMENTS FOR BUILDING A PAY STRUCTURE
Accurate Job
Descriptions
Market Analysis
Compensation
Philosophy &
Strategy
$

13. 13
MARKET DATA vs PAY RANGESMARKET DATA vs PAY RANGES
Spectrum of Market Data based
on your Market Strategy
Pay Range built around your
Target Percentile

14. Job Market Data
Administrative Assistant 41,481
Payroll Assistant 47,592
Accountant 57,874
JOB-BASED RANGES GRADE-BASED RANGES
Job Min Mid Max
Administrative Assistant 35,30341,84147,659
Payroll Assistant 40,50447,59254,681
Accountant 49,25557,87466,494
Grade Min Mid Max
1 35,70041,00046,300
2 40,60047,20053,700
3 46,30054,20062,100
KEY POINT
Ranges are built around the market
value for the job at the target percentile.
KEY POINT
Jobs with similar market and organizational
value, plus level of responsibility are
grouped together in a grade range
ESTABLISHING PAY RANGES

15. 15
DETERMINE RANGE WIDTHS
Pro Tip: Line up the market values so you can see your jobs of similar
value near each other, ensuring the market points make sense for your
internal organization. This will also help you set consistent range widths
for the various levels and functions.
20-30%
30-40%
40-50%
50-70%
Directors, VPs,
Executives
Specialized ICs,
Supervisors, &
Managers
Individual
Contributors
Entry Level Clerical &
Laborers
Expanding Range Widths
•Mitigate risk of over/under payment
•Provides visibility to promotions and career pathing
•Allows for higher level employees to continue to grow
in role
•Assists with budgeting

16. Which structure is best for your organization?
Items to consider:
•# of jobs in workforce
•Internal leveling
•Positions in multiple locations
•Growth Rate
RESOURCES:
•How Your Structure Can Make or Break Your Culture
•What Type of Pay Structure Should You Create? From an HR Leader
•Which Compensation Structure is Right For Your Company?

17. POLICIES AND PROCESSES

18. WHAT IS BEST FOR YOUR ORGANIZATION?
Pay Transparency Spectrum

19. WHERE DOES YOUR ORGANIZATION
CURRENTLY FALL ON THE
TRANSPARENCY SPECTRUM?

20. •How and when are merit and/or market increases allocated?
•How will we handle green-circles and red-circled outliers?
•What will happen to pay in the case of promotion, demotion or transfer?
•How is the hiring range determined for a position?
•What are the different types of compensation and which employees are eligible for
which types?
POLICY CHECKLIST
Your policies should answer the following questions:

21. PROCESSES
Make sure you document the steps for the following processes:
•Making a new hire offer
•Adding a new job
•Employee promotions
•Pay increases determination
•Calculation for incentive payouts
•Completing the market study

22. COMMUNICATION

23. 24
COMMUNICATION ROLES
HR
Prepare communication, consult and inform Executives, train Managers
Executives
•Communicate program to organization at a high level
Managers
•Communicate compensation details to employees
Employees
•Bring questions to manager or HR

24. COMMUNICATION BEST PRACTICES
•Know your audience
•Watch the jargon
•Provide a way forward
•Have a plan & timeline
•Prepare, prepare, prepare
•Be direct and also empathetic
•Communicate early & often
$

25. 26
YOU CAN TACKLE THE COMPENSATION COMMUNICATION
PROBLEM FROM THREE DIFFERENT ANGLES:
Increase Your
Level of
Transparency
Increase Your
Frequency of
Communication
Train Managers to
Talk Pay

26. QUESTIONS?

27. THANK YOU!