Finally get that promotion? Get exclusive content, tips and tools to help you excel.
Implicit bias occurs when individuals make judgments about people based on gender, race or other prohibited factors without even realizing they’re doing it.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
A viewpoint perspective
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
What’s the worst thing an employer can do to employees? Excluding things that are illegal, unethical, immoral or unsafe, the worst thing might be to pay them significantly more than a market-rate wage. We can see people’s hands going up volunteering to receive that type of harsh treatment, but the results can be devastating for the employee.
A market-rate wage is the amount of compensation that employees could reasonably expect to earn if they lost their current job and had to find work. It is what the market would pay someone with their education, experience and skill. A problem arises when employees are paid 50 percent or even 100 percent more than they could get elsewhere. If you think that doesn’t happen, guess again.
The Overpayment Trap
In most cases, people don’t recognize that they are overpaid. It’s human nature. Most of us believe that we are worth more than we are being paid. At most, we think that we are paid fairly. It is a very unusual person who recognizes that their compensation is well above what they could earn elsewhere.
Often, overcompensated employees, not recognizing the precariousness of their situation, build a lifestyle that cannot be sustained by less than their current income. Even if they know that they can’t replace their income, most behave as though they can. People stretch to buy the biggest house for which the bank will approve a loan. They buy new cars with debt, and they leverage themselves to the hilt. Spending on extras chews up cash, and savings are minimal. Often, it takes their current income just to service their debt.
-----------------------------------------------------------------------Overpaid employees create a lifestyle based onincome they'd be unable to replace.-----------------------------------------------------------------------
Then, the unthinkable happens. It could be a plant closing, a layoff or perhaps an employer who finally realized that they could replace overpaid employees at a substantial savings to the business.
Here's an example: A company that operated call centers wanted to be on
Fortune magazine’s list of best places to work in the U.S. To achieve this, they offered above-market-rate compensation, extremely generous benefits, three to five weeks of vacation and numerous other perquisites such as “fun days.” The company made
Fortune’s list. Then, the economy turned down and things got tight. A bright analyst figured out that the company could save millions by outsourcing its expensive call center operations; the party was over. Paying significantly above market rates to employees who cannot justify the premium through increased output is not only irresponsible, it’s an abrogation of a public company’s fiduciary responsibility to its shareholders.
Earnings Misperception Perils
Most people who find themselves out of work will try to replace the income they have lost. They believe that they can because they think they are worth what they were making. Refusal to accept lower-paying jobs lengthens unemployment and makes matters worse. They try to hang on to the lifestyle they built, not realizing that they will not be able to attain their former level of income.
Cars are repossessed, homes go into foreclosure and marriages have broken up under the stress. In one particularly sad case we know of, a person committed suicide.
Blue-collar employees are not the only ones subject to this phenomenon. Many white-collar professionals have met the same fate. Having worked very hard for years to make it, they proceed to build a lifestyle that requires their current level of income to sustain. Too often, when the ride is over, their world comes crashing down.
Doug and Polly White are principals at
Whitestone Partners, a management consulting firm that helps small businesses build the infrastructure they need to grow profitably.
Polly served as the head of HR at several midsize companies; her expertise is in people management and human systems. Doug began his career with McKinsey & Co. and then worked as the CEO or COO for a number of small and midsize businesses. His areas of focus are strategy, operations and finance. They are co-authors of the book Let Go to Grow (2011), which explores why some businesses thrive while others fail to reach their potential.
Do you agree that too much pay is not ok?
Discuss this viewpoint onSHRM Connect.
Effectively Managing Base Pay: Strategies for Success, SHM Research Articles, January 2010
Building a Market-Based Pay Structure from Scratch, SHM Research Articles, December 2008
Rewarding Employee Contributions, Not Job Titles: A Base Pay Strategy to Retain Peak Performers,
SHRM Online Compensation Discipline, January 2007
Job Evaluation and Market Pricing, SHRM Research Articles, July 2004
SHRM Online Compensation Discipline
Salary Survey Directory
Compensation Data Center
Metro Economic Outlook reports
• Sign up for SHRM’s free
Compensation & Benefits e-newsletter
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Choose from dozens of free webcasts on the most timely HR topics.
SHRM’s HR Vendor Directory contains over 10,000 companies