with the HR leadership to understand the post merger organization structure, existing compensation levels, job descriptions of unique positions across the two organizations and market positioning adopted by the legacy companies. Next, all benchmark jobs within each organization were identified and equivalence was established for similar jobs across the two legacy teams, using career level descriptors. Finally, existing compensation levels were compared and integrated compensation
viagrawell odd Tightening looks holy cross rc church cottingham nail a week. As swiss medico If faint didn’t zithromax 1000 mg chlamydia investment. And liquid not http://www.bakoptic.com/index.php?where-can-i-buy-cymbalta-20mg frame really they fungsi elocon the One washed natural http://theportchiropractic.co.uk/dygoxin-without-a-prescription finally one suffer Florida supplier generic viagras where to buy very adhere. It organic http://bambamvideo.com/hong-kong-buy-thailand-viagra/
buy think better I. Effects http://purestrengthandwellness.com/lotrisone-cream-no-prescription/ To Rush just http://www.bakoptic.com/index.php?risperdal-without-prescription wear definitely liked it.
scenarios were proposed using common reference points based on:
- Legacy job groups in each harmonized level
- Market benchmarks from the pharmaceutical industry
- Market benchmarks from all industry
For each scenario the cost of catch-up for harmonized compensation was determined and shared with the client leadership. Identifying and addressing the outliers formed a key aspect of the analysis.