Issue: Incomplete Pay Strategy

Your compensation plan has missing elements and therefore your value proposition is not compelling.

Impact: What’s Affected

Recruiting and employee performance

Players: Those Involved in Finding a Solution
  • Chief Executive Officer or President
  • CFO
  • HR VP or Manager
  • Others Responsible for Recruiting Top Talent
  • VisionLink Consultants


Triggers: Symptoms of the Problem
  • Corporate (employer) players are not achieving recruiting and retention goals.
  • Pay offers to top talent are being rejected.
  • Employee performance is below potential.


Preconditions: What’s Assumed in Pursuit of a Solution
  • Corporate players have established recruiting and retention philosophy, standards and goals.
  • Corporate players know what their profiled recruit expects in a value proposition—and are willing to invest in a more competitive offer.
  • Corporate players have established reasonable performance expectations; their employees understand them and believe they are achievable.


Post-Conditions: What’s True Once the Solution is Applied
  • Corporate (employer) players meet recruiting and retention targets more consistently—and attract higher caliber talent.
  • Top talent finds the company’s pay offer more compelling than the alternatives.
  • Employees take ownership of outcomes and approach their roles with a sense of stewardship.


Normal Flow: How VisionLink Works to Solve the Problem
  1. VisionLink meets with company leaders (players) to define the desired outcome(s) (post-conditions).
  2. VisionLink helps company leaders construct the (“ideal”) pay offering that will produce the desire outcome.  
  3. VisionLink gathers information on the company’s current compensation offering.
  4. VisionLink performs a “gap analysis” that compares current rewards plans with the “ideal” standard and identifies parts that are missing or need fixing.
  5. VisionLink builds a financial model that projects expected company and shareholder growth at base, target and superior levels of performance.
  6. VisionLink works with company owners and leaders (players) to determine how much of the increased value they are willing to share (via various rewards plans) with those who will be responsible for driving that growth.  
  7. VisionLink educates company leaders on their plan options and works through a decision tree process to determine which would be best suited to the value sharing commitment they are willing to make.
  8. VisionLink helps company leaders prioritize the pay design efforts and determine a game plan for execution.
  9. VisionLink builds a “blueprint” for each plan the specifies the nature of what is being offered, who will participate, how much can be earned and the conditions under which it will be paid.
  10. VisionLink integrates the plan into the financial model and studies its P&L, cash flow, tax, shareholder value and employee payout impact under each level of company performance—and helps company leadership determine appropriate benefit levels and conditions.
  11. VisionLink works with company leadership to document the plan and define the conditions that will govern participation and payouts under the offering (eligibility, maturity dates, vesting periods, employment requirements, etc.).
  12. VisionLink helps company leadership introduce, communicate, promote and administer the plan to the extent needed and desired.
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