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Meet the Millennials who are leading HR into the future.
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How do you ensure that a company with 11,000 employees worldwide is paying each worker fairly? In a word: data. It’s the currency that Brock Meyer, 26, deals with every day. “In HR, we have a very clear need for data on things like head count, turnover and compensation,” says Meyer, the senior compensation/HRIS analyst at Valspar in Minneapolis. “I have been asked to develop systems and reporting techniques to use to make decisions.” Meyer is in charge of several compensation systems for Valspar, a global manufacturer of paints and coatings. Among those systems: a bonus program that he transformed from a decentralized, decades-old gainsharing plan into an integrated process that differentiates payouts based on individual performance.
He also maintains a global salary structure and job grades to ensure that employees in Europe, Latin America, Asia and North America all receive compensation that is properly aligned with their region’s cost of living, currency and labor markets.
Meyer is currently heavily involved in integrating processes between Valspar and Sherwin-Williams, which are planning to merge in early 2017. And he is bringing to bear his data-crunching prowess on a host of other HR-related metrics. “I partner with others in HR to configure systems that reduce administrative tasks and free up HR’s time to be more strategic,” he says.
“Through the website Catchafire [www.catchafire.org], which matches nonprofits with volunteers who have specialized backgrounds, I’ve been able to put new HR systems in place and write employee handbooks for organizations I care about,” he says. He’s provided an estimated $40,000 of services through those engagements. He also serves on the HR committee of the board of directors for Way to Grow, a nonprofit dedicated to early childhood education.
Talking ’bout his generation
“A lot of people have preconceived ideas about Millennials. Sometimes that works to our advantage. We can prove our value by working hard, doing a great job, not complaining and being flexible.”
The future of HR
“We need to take the analytical ability we’ve developed in the compensation function and apply it to people metrics. That will help us meet the needs of leadership to make informed decisions.”
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