A strategic approach to payment management by remote workers.

As the remote work increases, the location of the office and the location of the employees are increasingly questioned as payment controllers, and there is no clear consensus on how employers must adjust the salaries to adapt to this new trend. For example, in the blog of fact for employers, the states of Tincuent de William \”who pay for people who pay a salary based on where they live should be seriously reconsidered if they are not eliminated.\” Conversely, a recent article in Worldatwork’s Workspan points out that both Facebook and Twitter will pay their increasingly remote workforce based on where they live, not where they work. A PayScale blog of the last fall summarizes three basic payment strategies Employers can use: \”1) Pay for the employer’s location, 2) Pay in accordance with a national median, or 3) pay for the location of employees\” . But the situation requires a more nuanced approach than just choose one ofThese basic strategies for the entire remote workforce.

First, it is important to remember that not all employees can or will want to go away. Then companies prosper in the spontaneity that comes from having co-located employees and not seeing the zoom meetings as an adequate substitute. These companies will probably try to limit the remote work. In addition, jobs in many industries such as food service, medical care and construction require the physical presence of employees and can never be done completely at a distance. These companies must continue to rely on the location of the office as a main payment driver.

But what happens if you are in one of the informative or technical fields that have a growing percentage of remote workers? Even for these employees, the office is not completely going. For all your abrupt about remote work, Facebook has confirmed that it will start VolveR to take employees to the 10% capacity Park to Menlo Headquarters from May 10 with other offices soon to follow. Uber has already opened its new headquarters from San Francisco to 20% capacity. Likewise, Microsoft has begun to bring employees to their Redmond Headquarters and Apple expects to bring employees for the summer. So clearly, large cities will continue to be concentric for technology employees and, as a result, will continue to exercise a strong influence on payment, even for remote workers.

A \”single-height\” approach is not the best strategy

As much as employers and Facebook and Twitter would like to pay employees depending on where they live, it will not be so simple. Employers have now added almost 14 million, or 62 percent, from 22.4 million jobs lost in the spring of 2020, and the second half of 2021 could begin to revive war for talent in certainFields. Before an employer decides to reduce the pay of a remote employee based on where he lives, the administration must evaluate the general offer and demand of workers for the work of that employee. It may not make sense to cut the payment by 20% for a hot job as a cloud programmer simply because an employee moves from San Jose, CA to Jackson, MS. If that cloud programmer can work for an employer’s varachy of your home, it is likely that another employer is happy to pay him what he was doing in San Jos├ę and the stealing if management reduces his payment? For employees in hot work, it is logical to predict that national markets will approach the highest payment cities, provided that the employee demand continues to exceed the offer.

Ence we join a look at the national variation in the base salary for a base salary for a couple of representative jobs to see what this could whismNify in the real numbers. The following graph shows the highest and lowest payment data data in the data of the Companalyst Market for two of our most populated positions, along with the data of all USA. UU:

base salary variation [ 123]

The data of both works tell a similar story. The lowest fee meters tend to pay quite close to the national median, while the medians for the highest pay meters tend to be much higher than the national median. Put another form, there is a significantly higher variation at the top of the scale of which is at the bottom.

However, inclusol geographic payment patterns for the counter and business data analyst may seem similar, the dynamics of supply and demand of the two jobs can be very different. Suponing that employees have the same opportunity to work remotely, competition by analystsbusiness data may be more intense than it is for counters. If that is the case, employers may be forced to pay more to San Jose than Jackson for remote commercial data analysts, where they can get out of payment more like the National average for remote counters, regardless of where they live.

How to make intelligent payment decisions for remote workers

A strategic approach to pay remote workers now requires more than simply looking at market data and identifying a point of reference that is aligned With its compensation philosophy. Tomorrow intelligent payment decisions for remote workers now means that employers must analyze the general offer and demand for workers for individual work functions. Narrow collaboration with other equipmentof human resources, including recruitment relationships and employees. Recruiters may disclose if the offers were rejected because candidates were offered higher wages elsewhere, while departure interviews may reveal if employees were due toThe low remuneration perceived.The organizations that find a way to put together all this information in making offers will be those that make the best use of your payroll dollars.