Global compensation: learn the ABCs

Article Abstract:

The global competitiveness of US companies depends in part on their use of expatriate compensation programs. A good compensation package is one that is considered fair by the expatriate executives, but is also cost-effective for the company. In addition, it is designed to achieve corporate goals in termsof mobility and staffing. It is important for the pay package to support the objectives of the business to justify its expense since the cost of international compensation is high, about three to five times that of their salary, allowancesand taxes in the US. There are several methods used to determine global compensation. These include the 'Balance-sheet' or 'Home-based' approach, the 'Host-based' approach, the 'Better-of-Home-or-Host' approach and the 'International' approach. The Balance-sheet approach is the most popular of these, used by about 85%of US multinational companies.

International aspects, Compensation and benefits, International business enterprises, Multinational corporations, Compensation management, Executives, Executive compensation

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Facing grief: how and why to help people heal

Article Abstract:

Human resources managers should learn how to deal with employees who are grieving over the death of a loved one. Most companies that do not know how to sympathize with bereaved employees usually lose their most desirable people. Employees who are in mourning should be allowed certain leeway in terms of leaves of absence and productivity. Human resources professionals should also recognize the cycles of grief and address the morale and work capacity of employees. Comprehensive programs such as awareness workshops, flexible work schedules, employee assistance program referrals and financial counseling can be of great value to individuals who have not yet gotten over the loss of a family member, relative or friend. By helping employees deal with their grief, companies can ensure the quick recovery and renewed productivity of affected employees.

Management, Cover Story, Grief

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Careers under glass

Article Abstract:

Women and minorities face barriers, metaphorically referred to as glass ceilings and glass walls, to upward and lateral movement toward top executive and line positions traditionally held by white males. Although the number of women and minorities in the workforce has risen, they have not filled management jobs proportionally. The barriers exist due to the persistence of racial and sexual stereotypes, the fact that networks for upward movement were established by white men and reflect their values, and a fear of failure held by women and minorities that handicaps their efforts to reach top jobs. Personnel professionals at various companies, including Corning and Honeywell, have helped women and minorities break through barriers by the means of performance evaluations, corrective evaluation teams, and programs for valuing diversity.

Analysis, Human resource management, Women, Employment, Corning Inc., Minorities, Sex discrimination, Employment discrimination, Minority employees, Honeywell Inc.

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