Pandemic Forces Employers to Cut Pay

Employers, whether large, midsize or small, are cutting salary and hourly wages, at least temporarily, in response to their revenue losses during the coronavirus pandemic:

• General Motors is furloughing 6,500 salaried employees, who will receive 75 percent of their normal pay. Senior executives will take a pay cut of 5 percent or 10 percent and defer 20 percent of their salaries, to be paid at a later date. Ford took similar steps, deferring salaries of its top 300 executives.
  

• BuzzFeed, a news website, told its approximately 1,700 employees it would implement a graduated salary reduction for April and May. Those who make less than $65,000 will face a 5 percent pay cut, and those who make more than $125,000 will take a pay cut of more than 10 percent. Executives' salaries will be cut between 14 percent and 25 percent.
  

• Creative Noggin, a marketing company in Boerne, Texas, will cut salaries companywide by 20 percent to 30 percent rather than lay off any of its 14 employees. But layoffs may occur, said the organization's CEO, if the crisis persists.

Half of small businesses (2 to 99 employees) can't afford to pay employees for a full month under quarantine, a survey of 512 small business owners reveals. The poll, on behalf of the Society for Human Resource Management, was conducted through March 16. 

A survey by law firm Blank Rome, conducted through March 23, found that among the approximately 150 client respondents, just 49 percent of the employers that had temporarily shut down business operations were continuing to pay all employees full wages. That finding "reflects the tip of the iceberg as businesses begin their response" to the pandemic, the firm said.

Reconsidering Raises

When WorldatWork, an association of total rewards professionals mostly at large, North American companies, asked if its members were moving forward with salary increases, it received these responses:

• 57 percent had already paid or planned to pay 2020 salary increases.
  

• 17 percent were canceling 2020 raises.
  

• 2 percent previously had no plans to adjust base pay.
  

• The rest weren't sure what actions they would take.

The poll was taken March 23, and the results are based on responses from 238 employers.

The situation was slightly better at the biggest U.S. corporations. A survey conducted the week of March 23 by consultancy Willis Towers Watson found that among 812 large U.S. companies, mostly multinationals:

• 12 percent of respondents had reduced or delayed salary increases.
  

• 8 percent had frozen salaries for 2020.
  

• 22 percent were planning to take or considering these actions.

Relatively few of the biggest employers, however, had actually cut salaries.

"We expect companies will continue to evaluate their human capital programs and associated costs for managing people on a regular basis," said Adrienne Altman, managing director and North America rewards leader at Willis Towers Watson.

Backtracking Bonuses

For many companies, incentive awards for the prior year are reviewed and approved in February through April. WorldatWork asked organizations if they were moving forward with bonuses based on 2019 performance:

• 67 percent had already paid or planned to pay bonuses.
  

• 16 percent said bonus payments were on hold.
  

• 8 percent were canceling these payments.
  

• 6 percent previously had no plans to pay bonuses.

Despite a substantial revenue loss for many businesses, "the majority of organizations have already moved forward with or are planning to move forward with salary increases and bonus payouts for 2020, and only a handful of organizations have decided to cancel salary increases or bonus payouts," said Chris Moodhe, head of insights at WorldatWork. That could change, however, if work stoppages and stay-at-home orders by state governments continue past April.

[SHRM members-only policy: Merit Increase Policy and Procedure]

Helping with Hazard Pay and Telework

A March 24 WorldatWork poll asked about hazard pay incentives, such as spot bonuses, for employees who are required to work onsite during the pandemic. The findings, drawn from responses from 267 organizations, revealed that 26 percent plan to provide hazard pay, either as a flat-dollar cash incentive; a cash incentive tied to hours and shifts worked; or bonuses based on a different formula, such as a percentage of salary.

Meanwhile, 65 percent of respondents with workers onsite said they were not planning on offering extra hazard pay but instead would provide perks such as free meals.

Similarly, the Willis Towers Watson survey of large U.S. companies found that many were offering compensation to employees who continued to work during the pandemic:

• Pay premiums for critical employees. Eight percent were providing pay premiums (typically 10 percent above baseline compensation) for mission-critical employees and employees who must be present at work and have increased risk. About one-third of respondents either will or might do the same.
  

• Subsidies for working remotely. Nearly 17 percent of employers are providing subsidies to manage the cost of working remotely, including for Wi-Fi, child care, borrowed office equipment, and heat and electricity. Almost a quarter (23 percent) either will do so or are considering doing so in the future.
  

Revisiting Incentive-Plan Metrics

On March 27, WorldatWork asked total rewards professionals if they were adjusting performance metrics in their annual incentive compensation plans in response to the pandemic and economic uncertainty. The results, based on 90 responses, showed that:

• 43 percent were considering but had not yet decided on changing their incentive plans.
  

• 17 percent decided not to adjust their plans now but intend to revisit the matter.
  

• 15 percent were still setting 2020 performance metrics.
  

• 14 percent considered changes and decided not to make adjustments.
  

• 5 percent lowered performance hurdles previously set.
  

• 5 percent were taking other actions.

HR consultancy Mercer is advising employers to consider the following actions for long-term incentive plans:

• Postpone setting performance goals for one to two months, when the likely impact on performance results might be clearer.
  

• Build in more discretion to adjust performance targets or award payouts.
  

• Provide less-stringent plan leverage, such as by setting wider performance ranges around target goals so that, for instance, plus or minus 5 percent of target performance yields target payout, "which may mitigate goal-setting challenges in volatile situations where predictions are difficult," Mercer suggested.

For long-term incentive plans in particular, Mercer's consultants suggested these steps:

• Set goals each year rather than at the start of a multiyear award, since setting annual goals is easier than setting long-term goals during times of uncertainty.
  

• Use relative metrics, calibrated as a percentile rank against industry peers, rather than attempt to forecast internal financial metrics, since the financial impact is likely to be similar for companies in the same industry.

"Model potential scenarios as more information becomes available," Mercer advised. "In coming months, most companies will be able to estimate the financial impact on their operations."

Also, consider how to communicate changes to incentive programs, and be prepared to answer questions from incentive plan participants.

Compensation attorneys at Troutman Sanders noted, "Well-drafted incentive plans contemplate potential adjustments to the measurement of performance goals for unusual or unforeseen events."

Related SHRM Report:

COVID-19 Research: Implications for the American Workforce, SHRM Research, April 2020

Related SHRM Articles:

Employers Adjust Pay and Incentives Amid Economic Turmoil, SHRM Online, April 2020

Use Caution When Cutting Exempt Employees' Salary, SHRM Online, April 2020

Weathering Coronavirus: Furloughs, Layoffs or Pay Cuts?, SHRM Online, March 2020

Hourly Workers Lose Pay Due to Coronavirus, SHRM Online, March 2020