Compensation
strategy

Attracting, motivating, retaining, passing on…

Why employee shareholding or an LTIP (Long Term Incentive Plan)?

Leaders have understood that Talents have become the priority resource for creating competitive advantage.

Also, in a context where the image of the workforce has deteriorated, companies must be creative to attract, retain and motivate key employees, particularly in SMEs and unlisted growth companies.

Employee share ownership can therefore form the basis of a new principle of value sharing, making it possible to recreate the link between the employee and his company. In companies that cannot implement employee shareholding, there are alternative mechanisms, including the LTIP (Long Term Incentive Plan), which allows key employees to be associated in the long term with the creation of value for the company.

What are the benefits for your business?

Our approach is aimed at any type of company, concerned with setting up an employee shareholding solution adapted to its context and its objectives, which can be multiple and complementary.

MOTIVATE (federate in a changing and blind context)

ATTRACT AND RETAIN (talent war)

REWARD and reinforce the corporate culture

DEVELOP governance

CONTROL the capital

TRANSFER the business

Employee share ownership is often considered complicated or reserved for listed companies, which is why our approach consists in identifying the most suitable solution according to the size and financial possibilities of the company.

Our approach is therefore intended to be pragmatic and always starts from a diagnosis that makes it possible to clarify the respective expectations of the shareholder and the beneficiary employees.

How to implement your employee shareholding strategy?

Apart from a pure business transfer objective, your employee shareholding solution or LTIP must be integrated into a global approach to rewarding performance.

Our PACI© job grading method is aimed at any company concerned with retaining its employees by providing them with the visibility necessary for their professional development within a function.

It also makes it possible to identify jobs for which recruitment, retention and/or turnover difficulties may exist.

Carrying out a job grading with the PACI© method amounts to initiating a reflection on the relative contribution of the different job families and sub-families to the company’s strategy.

Each position is weighed and therefore scored, which allows it to be assigned a relative ranking within the company.

The results of the grading can lead to changes in the job classification system within the company.

This grading will also serve as a basis for the construction of a salary grid (associated with knowledge of market practices) and will feed into the salary review process.

The PACI© method takes into account the contribution of the position to the business project. It therefore allows an analysis of the positions according to 4 fundamental axes (the contribution to the Project, the Autonomy/responsibility, the Complexity and the Influence/impact on the added value).

The grading is carried out within a grading Committee made up of managers, HR managers and an MCR consultant whose experience in compensation advice optimizes the management of the mission and the arbitrations.

At the end of our support, the objective being that the company appropriates the PACI© methodology and can work independently on this subject.

Our methodology is structured in 3 distinct stages.

A first stage of diagnosis and recommendations makes it possible to reposition the remuneration of salespeople in its strategic function, at the service of the development project and sales performance.

Our recommendations integrate the 5 complementary dimensions of the company: strategic, organizational, human / sociological, technical and cultural.

Following the recommendations, the implementation stage makes it possible to make the final choices at the end of a simulation phase to anticipate different scenarios (objectives and envelopes).

These simulations are a major asset in facilitating the communication of the change to the key players in the project (codir, management, social partners) and of course to the beneficiaries.

Finally, support for the deployment of a new system will be adapted to each company according to its specific needs.

The training of managers in handling the device is generally a first step that will enable them to better manage managerial situations in the face of change.

At the end of an initial period of application, we offer our customers the opportunity to carry out an impact control of the new system in terms of performance and motivation.

It is indeed over time that the sales force compensation system becomes one of the pillars of commercial excellence.

In order to rethink and realign your global compensation system with the Company’s development objectives, we offer you a proven support methodology comprising 3 steps:

1 – A DIAGNOSIS of the existing compensation system which will take into account the cultural, economic and strategic environment of the company and which will involve managers, key employees, as well as employees through expression groups. From this diagnosis we will establish a critical analysis of the existing situation.

2 – A RECOMMENDATION of a Global Remuneration Strategy (SRG®) in 5 steps: Identification and segmentation of target populations Allocation of compensation tools to different populations (PRG®) Assignment of objective types for each pre-identified tool Global economic simulation of the new principles vs. the elders Proposal of a system evolution scenario and decision support

3 – COMMUNICATION of the planned changes to key players (Codir, managers, social partners, etc.). For better readability, our diagnoses and our recommendations are largely based on maps and dynamic presentation tools to facilitate reading and understanding.

The objective of this training is to enable the manager to anticipate and resolve critical managerial situations related to remuneration.

A first step consists in giving the manager a sufficient level of information on the entire compensation system of his team so that he is able to appropriate and explain the various existing tools: What serves to motivate? What is used to pay for the skill? What creates team dynamics?

This knowledge will then contribute to the management of situations of tension around compensation.

The learning methodology aims for efficiency through scenarios that allow you to quickly decipher the issues in order to make the best decisions.

Upstream of the animation of the training we will carry out a mini diagnosis allowing to take into account your strategy of remuneration (tools, populations, objectives) and to identify the referent behaviors in coherence with this strategy and the economic and sociological culture of the ‘business.