In Part One of our blog we explored three important principles to take into consideration when developing a Global Reward Strategy; Values, Fairness and Culture. Click here to view that blog.
This time we examine key considerations for determining the approach to salary, bonuses, share plans, benefits and allowances within a global company.
Salary
The approach to salary can vary considerably. For example, in some countries, it is common to use a 13th and even 14th month salary. This is often found in Latin America where it is mostly mandatory, as well as some European countries where it is market practice. Is this really salary or should it be considered a bonus? It is normally contractual (and sometimes mandatory) and not contingent so not a bonus in the way most Reward people would think. However, it will be important that material differences are reflected in the pay data and that total cash is considered. Looking at it from the outside, a 13th month salary may seem unfair, but it is just a single difference.
Salary may be paid weekly, fortnightly or monthly. But with local payrolls this should make no difference if it is common practice in the country.
Salary Market Data
The availability of salary market data varies considerably between countries. Generally, the larger and more developed countries will have more readily available data. The handful of global data providers run surveys across many territories and it is worth considering using one of them to provide market data if it fits many of your countries. This may be by each country having a relationship with the local office of the data provider, but it gives greater consistency in job matching, etc, and you should get a global discount! Also, there are often local salary data providers that will be useful.
We have worked with a global company operating in around 20 countries. Many of them used the same data provider, but each contract was with their local office with no coordination. This relationship was made global, with discounts to all countries and a more coordinated approach to analysis.
The strategic point here is that you may wish to have a principle that salary decisions are based on good data where it is available.
It is important to clarify which salary markets are relevant comparators. There is likely to be an approval process for salary increase budgets. Should the rest be left to the countries to apply individual salary changes as they judge appropriate? Typically, the most senior people will have their reward packages approved at a regional or top company level.
Salary Review Process
Large organisations may have a global HRIS and associated salary review process and system. This post is not about the technology but it is an important consideration, as there is little point in having a global reward strategy without the infrastructure to deliver it.
In some countries different forms of fixed allowances are common. They may be mandatory or market practice. There may be some difference in the way in which they are taxed compared with salary. They may be categorised as equivalent to salary or may be considered part of benefits. There may be some opportunities to simplify them. What approach will you take?
Bonus
Bonus practice varies between countries. For example, in the US and UK bonuses are widely applied and can be a significant part of total cash. In France variable pay using profit share is very common. There may also be mandatory elements in some locations. As discussed above, 13th and 14th month salary may seem like a bonus, although are normally just an additional division of the annual salary.
We have seen bonuses calculated in the currency of the parent company and then converted. This can give some odd and inequitable results. You need to be clear on how any variable pay will work, for example will it always be based on the local salary.
Working with a group of HR people from a number of countries we identified seven or eight common principles of how bonus plans should operate in the same way in each country. This ensured that there was a common denominator for all that adhered to the approach of the parent but left plenty of discretion for each country to develop the bonus plans that would best fit their needs.
Given the differences of approach between countries on salary, fixed allowances and bonus, you may want to emphasise Total Cash (salary plus variable pay and fixed allowances) as a common way to come to a single figure for comparison. Would this work across the countries as a principle?
Share plans
Many businesses want to apply some form of executive share plan (Long Term Incentive, LTI) for their most senior people in a country. However, this may not be possible or practicable because of the following issues we have come across in different countries:
- Stock plans are rare and are not expected in the market
- There may be a tax liability on the grant of a share plan
- Whilst there may be legislation that allows share plans and may have some tax advantages the set up cost and associated administration may be very significant with only one or two participants
One organisation we worked with wanted to introduce an executive stock plan for all of their country heads across over 30 countries. They determined a similar value for each based on the home country currency. But they did not take into account the very significant differences in salary market rates and costs of living. The result of which was that the heads of some countries received stock worth 20 times their salary whilst others received value of three times theirs.
Another organisation operated a share plan in the UK using the same rules as the home country. But it did not comply with UK legislation and so created a tax liability some time before the recipient received any value. This really is page one of How Not to Design Global Share Plans.
The approach you take on LTIs will depend on the circumstances. But you may have to frame the approach to clarify the factors you will take into account such as local legislation, taxation and market practice. You may need to operate some form of cash plan rather than using stock, perhaps a phantom share plan.
Benefits and allowances
The simple rule we recommend is that benefits should be based on the country practice and market. This should help ensure that benefits that are valued and are tax efficient are used. Very large organisations may be able to use global benefit providers to deliver different benefits to different countries.
Benefits vary hugely globally. For example, the balance of provision for financial and protection benefits between the state and the employer may mean a very different mix from country to country.
In some countries company cars are still common and have low tax. They may be important where there is poor public transport. How will you manage this against your environmental strategy?
Protection benefits
Some organisations believe that they should provide some protection benefits that are greater than the local market. They believe that they have a moral obligation to all of their employees. They may also consider their reputation as a global business.
Moog Inc operate in 22 countries with over 13,000 employees. In some countries the local market may have relatively low levels of benefits, e.g. China where paid annual leave is often set at the statutory minimum of five days. As a global employer Moog decided that they should provide at least some benefits as a minimum standard regardless of the local market. They therefore set minimum standards globally for the following benefits as a part of their benefit policy:
- Retirement income saving
- Paid vacation time
- Paid sickness absence
- Medical insurance
- Life assurance
There may be some immoveable rules that reflect the core beliefs and approach of the organisation. But usually, if examined, these can be used to frame reward strategy across all countries that will work fine and allow local differences.
Keep remembering the key question, ‘What should be the same and what may be different?’
Seek to get the balance right between the minimum level of consistency needed from the centre and the needs of the global organisation in their local markets. This may include recognising material differences between operations with varying numbers of employees and internal infrastructure.
It is worth looking at getting local support and ongoing advice from a third-party provider, particularly where you have small operations with no internal HR support.
Set your global reward strategy taking into consideration some of the issues we have raised and implement pragmatically.