Variable compensation may be a great way to satisfy demand for higher pay while addressing executive management’s need to increase productivity and keep base salaries under control.
But there are some major pitfalls. Here are two proven ways to avoid the most common legal and return on investment risks.
Non-exempt employees
Beware if you use variable comp as a pay-for-performance strategy for hourly staff. Reason – It’s easy to inadvertently run afoul of the Fair Labor Standards Act (FLSA) overtime rules.
Under FLSA, you must recalculate employees’ hourly wages to include all variable pay (like individual or departmental bonuses) when figuring overtime compensation.
Failure to do so could cost your business more in penalties and back-wage payments than the variable comp plan saved on the front end.
So it’s a good idea to double-check with Payroll to make sure the department knows to make OT adjustments after hourly personnel receive bonuses.
Reward the right things
In order to make the criteria for bonuses easier for personnel to understand and management to measure, many firms prefer using strictly objective measurements. Example – the plan may pay out based on how much money personnel save their department in a year.
But what happens when employees cut corners â.” on safety, service, quality, etc. â.” to reach the goal?
At some firms, staff members are still rewarded with additional pay, even though their actions potentially did more harm than good to the bottom line. for best results -
o set behavioral criteria for bonuses as well as economic ones, and
o consider using a mix of firm-wide, departmental and individual economic performance measures.
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