Many organizations have annual performance review programs that include a salary increase based on that performance. Smaller organizations typically provide that performance review around the anniversary of the date of hire. This works for small organizations with smaller total base salary costs. For larger organizations this anniversary cycle creates operational challenges of having to constantly be reviewing performance, decoupling of annual mandatory tasks (education requirements or vaccination requirements) from the performance cycle, and creates challenges in adhering to a budgeted total base salary increase for the year. Also changes in merit to incorporate cost of living increases also becomes challenging.
A hypothetical organization has 16,650 employees, an annual salary budget of $967,500,000, and budgeted 3% to address any market adjustments in class of jobs (ED Nurses for example) PLUS the annual Merit award of the 16,650 employees. Annual performance reviews are batched by the quarter with 50% of the employees increase scheduled in quarter 3, 30% in quarter 4, 15% in quarter 2 and 5 % in quarter 1. The “average” merit increase is 2% of base salary in any given year.
This group of employees is NOT eligible for a bonus based on key performance indicators, but adding a small bonus $500.oo per employee for a KPI would be desired to better align staff to the organization’s strategic goals.
This organization is looking to convert but not upset employees by delaying raises, have total program cost exceed the budget, not create a significant balance sheet impact with the transition, and not create any opportunity for unionization as a result of the change.