PIHRA Scope - Spring 2008 - (Page 12) HUMAN CAPITAL continued from page 11 PAY TO PERFORM Compensation practices are the counterpart of good performance management. The right balance of base compensation, benefits, short- and long-term incentives, and work environment investments require a disciplined look at the company’s longterm plans, as well as today’s pressing needs. Management teams get what they pay for—and they need to decide what to pay for. Your compensation practices are competing today against larger, more established firms who are talking to the same highperformers that you are. Those larger companies already have a highly disciplined, well-researched, and well-structured compensation program in place. When the right human capital practices are established in the early stages—as they were at Microsoft and McKinsey—then the company is positioned for long-term growth. Is it too soon for your company to make the key decisions about hiring, performance management and compensation? Why risk the business by waiting until it’s too late? ■ Jack Midgley is vice president of human capital consulting services for TriNet (www.trinet.com), a San Francisco Bay Area-based company providing HR outsourcing services to small and mediumsized companies throughout the United States and Canada. Jack focuses on the issues faced by chief executives and leadership teams as they maximize the value of their investments in people. He can be reached at jack.midgley@trinet.com. 367087_ChapmanUniveristy.indd 1 1/28/08 10:09:33 PM PIHRAScope Spring 2008 12 362637_Disneyland.indd 1 12/31/07 10:39:22 AM http://www.chapman.edu/it http://www.trinet.com http://www.disneylandmeetings.com/thinkingcap
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