Setting pay below market levels

Setting pay above market levels

Setting pay at year-end anticipated market level

Setting pay equal to current levels at the beginning of the year

You may receive a substantial discount if you participate in the survey

Data is more reliable because it is self-reported

It can be tailored to meet your needs and specifications

By offering poor benefits

By offering a toxic work culture

By offering no work flexibility

By providing benefits, company cultures, work flexibility, or career development opportunities

Long-term incentives

Direct benefits expenses

Event tickets

Compensation philosophy and strategy only

Quality of surveys only

Quality of job match only

Sample size only

Compensation philosophy and strategy, quality of surveys, quality of job match, sample size

combine into one factor, then age

Age both years first, then subtract the second year

Age on year first, then age the second year

Increase workplace hierarchy

Decrease workload

Clarify expectations

Eliminate the need for feedback

Age both years at the same time

Age the second year first, then the first year

Age both years separately

Age one year first, then age the second year

It determines an employee's overall worth to the organization

It establishes the hierarchy of job titles within an organization

It determines which jobs should be grouped together and forms the foundation of the base pay system

It defines the roles and responsibilities of each job within an organization

Published surveys only

Custom third-party surveys only

Online reviews

Employee feedback

Both published surveys and custom third-party surveys