- 1 day ago
In this episode of The Mason Duchatschek Show, compensation expert Scott Trumpolt explains how aligning pay with purpose can transform your workforce. He breaks down the connection between career development, pay transparency, and employee engagement, offering practical insights for business owners, CEOs, and HR leaders.
Scott reveals how new pay transparency laws are reshaping communication, why voluntary turnover often signals deeper compensation issues, and how pay equity audits can uncover surprising disparities. Learn the strategies that turn compensation from a compliance task into a strategic advantage that boosts engagement, retention, and performance.
If you want to future-proof your company’s pay strategy, attract top talent, and build a culture of trust and purpose—this episode is a must-watch.
🎧 Listen to the podcast version:
https://workforcealchemy.com/podcast-magazine/
Timestamps
00:00 – Aligning Pay with Purpose
03:07 – The Importance of Career Development
06:40 – Transforming Compensation from Compliance to Engagement
10:09 – Identifying Warning Signs of Pay Transparency Issues
11:28 – Linking Pay to Career Development
13:46 – Balancing Market Pay Structures
16:49 – Common Mistakes in Bonus and Incentive Plans
20:05 – Impact of New Transparency Laws
22:51 – Surprises from Pay Equity Audits
24:47 – Empowering Managers to Discuss Pay
26:23 – Future Trends in Compensation Strategy
28:55 – Key Advice for Business Owners
Key Takeaways
Aligning pay with purpose enhances engagement and loyalty.
Link career development directly to compensation.
Transparency in pay builds trust and motivation.
Voluntary turnover is often a compensation warning sign.
Pay equity audits can expose hidden disparities.
Managers must be equipped to discuss pay effectively.
Market-based structures should remain adaptable.
Incentive plans must be simple, transparent, and fair.
Transparency laws are redefining how pay is communicated.
Employee engagement drives business success.
Recommended Playlists
Full Episodes – The Mason Duchatschek Show
https://www.youtube.com/playlist?list=PLaGSQcRH4ChwjjPLD9FN6r2IvuBp5PPbg
Workforce Strategy & Career Growth
https://www.youtube.com/playlist?list=PLaGSQcRH4ChxEhB1iyTbn7NcBO2SoaFA4
Shorts – Mason Duchatschek Show
https://www.youtube.com/playlist?list=PLaGSQcRH4ChyPNetFBDdCqflzmAwJTWdL
About The Show
The Mason Duchatschek Show brings together business owners, CEOs, and experts to share real-world strategies that drive performance, engagement, and profit growth. Each episode explores practical ideas that leaders can use immediately to strengthen culture, boost retention, and unlock hidden value within their teams.
🔗 Learn more:
https://workforcealchemy.com
📩 Subscribe to the newsletter:
https://workforcealchemy.com/podcast-magazine/
📱 Follow Mason Duchatschek on LinkedIn:
https://www.linkedin.com/in/masonduchatschek/
Scott reveals how new pay transparency laws are reshaping communication, why voluntary turnover often signals deeper compensation issues, and how pay equity audits can uncover surprising disparities. Learn the strategies that turn compensation from a compliance task into a strategic advantage that boosts engagement, retention, and performance.
If you want to future-proof your company’s pay strategy, attract top talent, and build a culture of trust and purpose—this episode is a must-watch.
🎧 Listen to the podcast version:
https://workforcealchemy.com/podcast-magazine/
Timestamps
00:00 – Aligning Pay with Purpose
03:07 – The Importance of Career Development
06:40 – Transforming Compensation from Compliance to Engagement
10:09 – Identifying Warning Signs of Pay Transparency Issues
11:28 – Linking Pay to Career Development
13:46 – Balancing Market Pay Structures
16:49 – Common Mistakes in Bonus and Incentive Plans
20:05 – Impact of New Transparency Laws
22:51 – Surprises from Pay Equity Audits
24:47 – Empowering Managers to Discuss Pay
26:23 – Future Trends in Compensation Strategy
28:55 – Key Advice for Business Owners
Key Takeaways
Aligning pay with purpose enhances engagement and loyalty.
Link career development directly to compensation.
Transparency in pay builds trust and motivation.
Voluntary turnover is often a compensation warning sign.
Pay equity audits can expose hidden disparities.
Managers must be equipped to discuss pay effectively.
Market-based structures should remain adaptable.
Incentive plans must be simple, transparent, and fair.
Transparency laws are redefining how pay is communicated.
Employee engagement drives business success.
Recommended Playlists
Full Episodes – The Mason Duchatschek Show
https://www.youtube.com/playlist?list=PLaGSQcRH4ChwjjPLD9FN6r2IvuBp5PPbg
Workforce Strategy & Career Growth
https://www.youtube.com/playlist?list=PLaGSQcRH4ChxEhB1iyTbn7NcBO2SoaFA4
Shorts – Mason Duchatschek Show
https://www.youtube.com/playlist?list=PLaGSQcRH4ChyPNetFBDdCqflzmAwJTWdL
About The Show
The Mason Duchatschek Show brings together business owners, CEOs, and experts to share real-world strategies that drive performance, engagement, and profit growth. Each episode explores practical ideas that leaders can use immediately to strengthen culture, boost retention, and unlock hidden value within their teams.
🔗 Learn more:
https://workforcealchemy.com
📩 Subscribe to the newsletter:
https://workforcealchemy.com/podcast-magazine/
📱 Follow Mason Duchatschek on LinkedIn:
https://www.linkedin.com/in/masonduchatschek/
Category
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LifestyleTranscript
00:00how do you get people excited about performance accountability and growth without making
00:11compensation feel like a black box or a mystery today's guest scott trumpholt has been solving
00:17that puzzle for more than 30 years he's a managing director and principal consultant
00:22at trumpholt compensation design solutions where he helps organizations align pay with purpose
00:29transforming compensation from a compliance requirement into a competitive advantage
00:36scott and his team specialize in market-based pay structures incentive design career architecture
00:43and total reward strategies that attract talent retain top performers and build trust through
00:50transparency scott's led compensation strategy across north america europe asia pacific and the
00:57caribbean helping companies anywhere from 100 employees to 5 000 employees design systems
01:02where people understand not just what they earn but why and how to grow scott welcome to the show
01:10great to be here mason thanks so much for having me on your show so i can talk to your listeners and
01:16viewers i'm glad you're here so when you say work is about aligning people with purpose not just
01:24align pay with performance can you expound on that yeah especially with the newer generations when i say
01:31things like aligning with purpose people especially of the newest generations in the workforce it's just
01:38come out clearly that they want to connect to something larger than the immediate work that they're
01:43doing for the organization they need to know kind of how they fit in to the long-term strategic vision
01:52what's the mission of the organization and i think a lot of that comes across by linking pay
01:59to career development not making compensation so static as if you did a good job this year
02:06here's your performance increase it's got to be a little bit more than that it's got to be the
02:11understanding okay here's where you are in your development this is what your pay increase is you've got
02:18maybe less of a pay increase this year because you're already above the market but that's also
02:23an indicator to us that you're ready for the next step in your career and what does that next step in
02:29their career look like is it going to be a lateral move where they need to get skills in a different area
02:35so they can continue to grow their compensation to me that's what this whole concept of pay transparency
02:41is really all about it's not just knowing what your job gets paid in the marketplace because that's
02:47kind of just a static point in time it's like how do i grow my pay over time and i think compensation
02:54becomes very much more dynamic when you're able to link pay to career development and how it fits into
03:03the business needs of the organization you got to make those three connections gotcha because like i hear
03:09what you're saying and i think a lot of folks just think this is what my pay is and this is what the
03:16market price is and what they don't really realize is that at least in my opinion i mean you're the
03:21expert in this but it's to me it's all about job security and pay raises and promotions are all about
03:28contributing exponential value to the organization and if they don't understand what that value is or how
03:34to become more valuable to the organization it's a waste of time yeah and the other part of it that's
03:40really important is the dynamic you just mentioned some key factors those would obviously be coming
03:46from the immediate manager to the employee but as you rolled through those it's exactly what i was kind
03:52of talking about it's kind of static the manager needs to be armed with tools that can discuss here's
03:58where you are today we're having an annual pay review right now and this is what you got now how
04:05do we continue to grow your pay what are the needs are going to be over the next year in our business
04:10and how do i grow you to the next step because in the market for example someone might be coming in for
04:16that same review that we were just talking about and they're an intermediate level cost account that's
04:22what they do for the organization well how do they get to the next level senior level not necessarily
04:28becoming a people leader but just getting to the next level of contribution of growth within what
04:35they do so the more that the manager and the employee can have an immediate more of an intimate dialogue
04:43that goes beyond the obvious and looks forward that's where you start pulling in this idea of
04:48career development that's where you start pulling in this idea of individuals getting a larger view
04:54of what the business need is and how they can continue to grow and contribute to that now the
04:59managers certainly know what the business need is going to be at least for the next year how do they
05:05position that individual to get them more motivated again you did a great job this year but what does
05:11next year look like is it going to be status quo how do we grow you that's so important and that
05:16dynamic needs to take place so many leaders just that you and i both know they just treat compensation
05:23like a compliance box to check but in your experience what happens when they approach it
05:29instead as a culture and performance driver well what happens is that one of the problem one of the
05:37issues with human resources is is that and i'm part of human resources my function of compensation
05:43is the idea that we are not a profit center okay so we are not driving the bottom line and that's true
05:52but what we do contribute is programs and ideas to help move the needle on employee engagement
05:59you see a lot of companies out there that are listed as 100 best companies to work for or top 50 best
06:06companies to work for why do they have that well one of the reasons they have that is because they've
06:11been able to develop programs that move the needle on employee engagement they do employee opinion
06:16surveys they see what's wrong they focus in on employee engagement because employee engagement
06:22drives bottom line business results so human resources if they want to be more of a partner
06:29in this whole concept of being a true business partner they need to develop programs that drive that
06:36employee engagement factor so i got a little bit off the topic of question no you're dead on with that
06:42because you see the gallup surveys that are talking about 16.5 percent of the population is actively
06:48disengaged i'm not saying disengaged where they're actively disengaged like hostile disruptive and trying
06:53to cause problems you got i don't know 52 percent that is disengaged just skating through trying to get by
06:59doing enough not to get fired sure i mean you just add that 52 to 16.5 percent that are at best disengaged
07:06or maybe even highly disengaged there's a whole huge opportunity for improvement if a company as far
07:14as employee engagement and reduction of labor costs if hr functions can get involved in incentives like
07:20what you're talking about here and engaging employees with their compensation and basically using it
07:25strategically as opposed to as a checkbox of compliance you got your point through to me i appreciate
07:29yeah and to follow up on that that's what transforms it from compliance oftentimes human resources is
07:35viewed as developing programs how to manage performance with your employees how to discipline
07:41employees these type of things very compliance related and i'm not saying there's not a place for
07:47those of course there is but those are not part of the employee engagement factor and that's very
07:54important because that's the only area really where human resources can move the needle to help the
08:00business bottom line and then become more of a true partner but again the other key thing to understand is
08:05that human resources can develop these programs but ultimately they have to be delivered through the
08:12person that is most important to the employee in the in their day-to-day workplace and that's their
08:17immediate manager and so that's what's going to drive the employee engagement factor the more that this
08:23dynamic can take place so again human resources helps to develop the programs works with management
08:29to implement these ideas but again it comes down to zeroing in on that conversation and make it move it away
08:37from black box and static to more vibrant and robust and forward thinking so i know you've worked with
08:44companies that had black box pay systems where no one understood how pay decisions were made what are the
08:50early warning signs that a company has that problem the early warning signs it's interesting because a lot
08:55of people would think turnover perhaps voluntary turnover losing really top employees high-performing
09:03employees for one reason or another that can be a warning sign but to be honest with you
09:08compensation often as important as it is in terms of a true reason why employees leave an organization
09:16it's not among the very top reasons compensation because again that becomes more of a compliance
09:23issue it's more about that relationship with their immediate manager they're having that lack of
09:29engagement so a warning sign could be voluntary turnover of top performers that could be one
09:36employee engage opinion surveys which a lot of companies certainly companies that are striving
09:41to be an employer of choice they're doing these employee opinion surveys and they've gotten very
09:46specific about areas of employee engagement and asking very specific questions so that can be a warning
09:52sign depending on the feedback that they're getting from employees but it also can be a great opportunity
09:57to say hey this is where we need to improve that's why they're so important and if you can then the next
10:02year start moving that needle in the right direction that's fantastic so those are the two really warning
10:07signs that i see voluntary turnover of um high performing employees finding out the reasons why
10:15that's happening and then also employee opinion surveys scoring low in key areas like compensation
10:21okay so can you share an example of a company that transformed its culture and improved engagement by
10:28opening up its compensation process because i mean that that gets people a little nervous idea of like
10:32oh open it up and can you give me an example where it's transformed or improved engagement because
10:39well it's how you open it up it's how you open it up i'm not a lot of the laws right now are pay
10:44transparency and what they're doing is they're saying employers need to post their pay ranges for people
10:50that might be interested in the job posting them publicly anything but that's really i understand why
10:56they're doing it and there's can be a trigger to better things happening but it's kind of a dead end for
11:01the employee because it's providing more questions than it is answers because it's just providing a
11:08broad range and it's left to figure out how do i fit in there and to answer your specific question
11:14about a company that's improved yes absolutely employee opinion survey doesn't necessarily say that
11:20people feel that they're being paid low they don't understand how pay relates to career development
11:27okay and so one company that i worked with some time ago they really took this to heart and what
11:35they did was draw a link between your pay now and your career development options through something
11:42called a career architecture where employees were given visibility to the different levels of their own
11:49job and how they can grow into that it didn't focus specifically on how much these different levels paid
11:56they didn't post pay ranges they focused on the concept of getting employees to understand
12:01that pay and career development are directly linked in the marketplace
12:07and then here is how our career architecture system works to evaluate jobs so it's not just your pay but
12:16how you're classified and it really started they began to start with new hires coming into the organization
12:22by saying that we have a career architecture system and this is how you develop in the organization
12:27you might have to move laterally to gain some additional skills or you can move vertically not
12:33only as a people leader but if you want to stay as an individual contributor there are higher levels
12:38for that as well so they focused on this idea because that's what the employees were asking it's not so much
12:45about pay it's about transparency to how i grow my pay and so after a couple of years of implementing this and so employees
12:55had access through their company internet to see how this career architecture system worked and they showed examples
13:01of how people grew in the organization their employee engagement levels went up in those specific categories
13:07that was moving the needle now i'm not going to say that because of that business results got better that wasn't the only reason obviously
13:17sure but it didn't hurt and it actually helped move in that direction because it was aligning career development and pay to business needs so that they didn't always have to look elsewhere outside of the organization
13:31they could grow people internally took a few years for these results to start really showing to bear fruit
13:37but that's an example is implementing programs seeing them move up on employee engagement and also noticing better business results
13:45so let's talk a little bit about market-based pay structures how do you balance what the market pays with what's fair internally
13:53well the most important thing is for the company first to really identify what their philosophy is their own pay
14:03philosophy do they want to pay at the competitive midpoint of the range for every single job do they want to pay more
14:11in base pay do they want to pay less in base pay but more in variable pay than when the market says so having a
14:18compensation philosophy helps to drive what type of pay structures you're going to be putting in place
14:24now that's the first thing because there's different types of pay structures out there there's traditional pay
14:30grades i won't get too deep into this there's career bands so a lot of it has to be built on the
14:36culture of the organization where they are in their development as a business and what their business needs
14:42are what their culture is and how they want to pay employees now as to the second part of your question
14:48about this idea about a company should have flexibility they should start with a market-based system
14:56but there may be roles within their organization that they've identified that they value higher than what the
15:04market says because those jobs have been identified as so important to this particular organization
15:10because of the things that they do so while you have a market-based system and again it's going to be based on
15:16philosophy the ranges should be broad enough to incorporate the fact that some roles you want to pay higher than
15:22market and you have to have specific reasons why you want to do that but it's about providing business
15:28flexibility when i build pay structures i always want the company to have a philosophy and a firm grounding
15:36and this is what this job pays and now let's identify some jobs that are really difficult for you to
15:42recruit for in the market perhaps or that really contribute to the bottom line it may mean not a change
15:48in base pay over other jobs at that same level but it may be that those jobs get a higher variable pay
15:54keep in mind it's always about total cash compensation it's not just about base pay so variable pay is the
16:00other component and there may be some jobs internally that yeah we'll pay them the same in base as these
16:06other jobs at the same level but each job has its own unique market value so let's respect that and then
16:12for these jobs that you want to pay more than the market let's see if we want to do that through variable
16:18incentives or do we want to any structure that i build always has to have some flexibility i need to
16:24understand the business first even if they don't have a pay philosophy i will pull that out of them
16:31by talking to them and listening and to find out about those specialty jobs that you talk about so
16:37make sure that the structure works for everyone so let's talk let's talk a little bit about that what
16:42are some of the most common mistakes that companies make when creating bonus or incentive plans beyond base
16:48pay the biggest mistake i've seen over the years in the area of variable pay we're not talking about
16:54base pay now we're talking about variable pay is the idea of transparency and by that i mean before they
17:03even do one day of sales work or one day goes by where the incentive plan has been developed whether
17:09it's in sales or not but let's take sales in particular it's very important to be transactional
17:15on sales plans design in the sense that if you hit 50 of your target you're going to get this pay amount
17:25and this is the percentile of market that you can expect that you'll be paying at so wouldn't it be
17:32absolutely wonderful if that we could turn around to a sales employee and say if you do this if you hit
17:38110 of your target so you're doing better than your target performance you are going to be paid this and
17:44guess what you can say to yourself that i'm paid at the 75th percentile of market so it's that
17:50transparency of not only saying here is ten thousand dollars that you're going to make
17:56and you're going to make that if you hit 100 of performance and by the way that's at the 60th
18:01percentile of market literally giving them that transparency and the more the higher they go in
18:07terms of their performance they can literally see that they're being paid at a higher level of
18:12market it's not just a flat static number because a lot of employees will who are in sales will say
18:19okay i'm getting ten thousand dollars i hit a hundred percent of my target what is the ten thousand
18:24dollars based on they never know did someone just pull that out of a hat so what i'm saying is what i do
18:30is i create calculators individual calculators for sales plan individuals where they can plug in and
18:36say if i hit 80 i only get this payout and boy i'm getting paid less than the market in variable
18:43pay but if i hit 140 i'm going to get this payout and that equals 90 of the market and you do it for
18:50every job that gives them the ability to see up front and we can get into all other aspects of
18:56sales design plan that we don't really have time in in terms of accelerators and decelerators and all
19:02these other good things but the most important thing about a plan design is two things one to make
19:08it fit the the actual level that that job has over influence over generating direct revenue some jobs
19:17for example may be leading sales people but they're responsible for the overall results they're not based
19:23on individual results but some companies try and pay them like they're still an individual salesperson
19:28so the influence they have over sales is important but the other piece that is most important is that
19:34transparency with this population up front you do this you get this and by the way you're at this
19:40level of market as a motivational tool i think it's a powerful thing to say to someone you hit 120 percent
19:46of target you're going to be at the 90th percentile of your colleagues in your job across the organization
19:53i feel that's very powerful okay we've talked we've talked a little bit about transparency and
19:59you hit on a little bit earlier but how are new transparency laws changing the way the companies
20:04communicate about pay well the new transparency laws i think are impacting companies because it's a
20:11wake-up call for them how so because they are now posting these ranges that new hires will be coming
20:19into the organization employees will see the postings even if they're within the organization and so
20:25these people are going to start to ask questions because they see these numbers and they might say
20:30hey i'm in that job now why am i paid not at the market 50th percentile why am i paid at the midpoint
20:39because these laws are asking them to post the entire range so the first question why am i getting not
20:44the top part of that range now that there are a lot of reasons why they aren't it has to do with
20:50tenure within the company how well they're executing what their stage of growth is but that's the piece
20:55that's missing for them so it's a wake-up call for employers that since they have to post these ranges
21:03they have to get their internal house even more in order i'm not saying that their internal house
21:07is a mess but it is going to force them to be more active to be more proactive in looking at
21:15where each individual falls within the range and why for example if you have three employees that
21:23have been i've seen this happen three employees they're really good performers they've been at the
21:29company for let's say three or four years and they're only paid ninety percent of them at ninety
21:35percent of their market value and they leave to go to another organization and guess what they're going to
21:41get paid the hundred percent market value of our range but they weren't getting paid enough
21:47in our company they were good performers they had been there for a while the reason they left is
21:51because it's not that our ranges weren't correct but they weren't being paid appropriately for their level
21:58of contribution so posting these ranges is good in the sense that while it's not going to
22:05answer future employees or potential employees real concerns about pay transparency it's going to make
22:13sure that the internal company is going to be looking at where people fall within their ranges and being more
22:21proactive about linking their next step in their career development to keep growing their pay so that's the
22:28positive thing that i see coming out of it the idea of just legislating that you post these ranges i don't
22:34think does very much i think it's kind of a dead end for employees but the other piece like i say it's
22:40really going to make companies and a lot of companies were already doing this they do internal equity reviews
22:46of their employees each year let me interrupt you let's talk a little bit about that you say
22:51yeah so what does a pay equity audit typically reveal that surprises leadership teams the most
22:57they might find that um sometimes uh an employee may come into the organization and for whatever
23:08reason remember an employee is responsible when they come into for an offer to negotiate but sometimes
23:14employees will just take whatever is offered to them and then that employee comes in they keep proving
23:19themselves and proving themselves but they're only getting say a three percent increase per year
23:25and they're a top performer and then suddenly as part of the internal equity analysis we're like this
23:31person has been kind of like the example i just gave you this person has been here for four years
23:37and they've been a good performer but they're only at 85 of their market value because they came in
23:42rather green they took an offer that was kind of on the low side and the management just kept giving
23:48them standard increases so there can be quite a surprise when you suddenly turn around and you see that
23:54someone's been here for four years and they're still not at at least the market full market value of
23:59their job even though they prove themselves and it's because they started so low in the range some
24:03employees will start higher in the range employees need to negotiate when they go in there to get the
24:09best offer that they can but this can kind of be a surprise like i said that manager thought that the
24:15pay ranges were were low but the pay ranges weren't low the problem was the employees that were there
24:21were not paid high enough so that came as quite a surprise to them because the individuals left
24:27guess what for the market 50th value that we had in our range it's just those people weren't at it
24:33for one reason or another gotcha so you said that the best compensation system in the world fails
24:40if managers can't explain it what do managers need to sound credible and confident when talking about
24:47pay they need to and human resources is very much responsible by being an active business partner
24:54to teach them this they need tools to understand how the employees pay links to this idea of career
25:04development and how that fits into the business need of the organization so the manager will certainly
25:10know what the business needs are for the next year or so the manager will also know what the employee
25:17is currently getting paid because when they do their pay review they see what they're currently being
25:22paid what they need is the guidance internally to say hey we're not going to give everybody a three
25:29percent increase this employee is paid lower they should get a five percent increase so they need that kind
25:35of guidance and they need to know what the next step of that employee is and what that pays in the
25:40marketplace so they need guidance from human resources so that they can have a strong conversation with
25:47their employee at key times during the year and not have it just be this is what you're getting paid
25:52that's all we could do this is what our budget is to hey our business need next year is going to be
25:58this we need to grow you as an organization because so we can get you to that next level which by the way
26:03pays more i can't tell you right now what it pays more but it pays more because that level of
26:09contribution is more important to us and that is the essence of what i think employees are looking for
26:16how do i fit into this company's vision on a longer term nature instead of it being very tactical
26:23right at one time i hope that answers your question it does you did great so what trends do you see
26:30shaping the next five years of compensation strategy especially with ai pay transparency laws and
26:36general generational shifts in expectations i think that the pay transparency laws will continue to
26:44to grow in different states and because it's not in all the states of course right now but i think that
26:51will continue to grow once it takes hold and i think that companies especially ones that want to be
26:58companies of choice are going to have to employers of choice they're going to have to pay more and
27:05more attention to their whole population and looking at what is going on within their organization and
27:13trying to develop programs to draw that stronger link between pay and career development that gives
27:20them the kind of transparency they need and generates organization ai now ai is going to be interesting
27:25because all of this starts to emanate from human resources and human resources again because it's not
27:31a profit center is probably going to be one of the people that's going to get ai in the door for what
27:37they do last simply because of the expense involved i think areas like finance and sales they're going to get
27:44more of that so i think for the time being it's going to be important for human resources to strengthen this is an
27:52opportunity for human resources to strengthen their partnership with the business that's another
27:57thing that's going to be really important in the past a lot of a lot of businesses to say we want
28:02human resources to be more of a business partner to us but there hasn't really been a link to the
28:09business and i think that there really is now which is the exciting part because more and more human
28:16resource professionals are seeing this pay transparency laws as an opportunity to bring
28:24more employee engagement programs which impact the bottom line so i think this may be a great opportunity
28:31for them to continue to build their credibility in a way as a strategic business partner that they
28:36didn't have before because the law is the law that's one thing these state laws but it's another how you
28:42react to them and how you make your businesses take advantage of that and not just again as we talked
28:48about earlier another compliance issue it's got to be more than that and this is the opportunity
28:55okay so one of my favorite questions like i i'm a huge tony robbins fan and i was listening to him one day
29:02and someone asked him if there's only one piece of advice you could give
29:07what would it be and i was fascinated to hear his answer because that's a brilliant man who has
29:14incredibly powerful powerful ideas and strategies and i'm thinking what would all the ideas and all
29:20the advice this guy could possibly give what is the one piece he thinks is most important and i was
29:24captivated to hear it so i'm going to throw the same question at you based on your experience in many
29:29many years you've seen a lot in the world of compensation so if there was only one piece of advice
29:35that you could give to business owners related to compensation what would it be and why biggest
29:41piece of advice i would give them is whatever your business culture is whatever your work culture is
29:47you need to look at each and every one of your programs and let's start with the human resources every
29:55one of your programs has to be looked at in terms of what does this do to strengthen the employee engagement factor
30:05okay what specifically do these programs that are going on and kind of separate those that are
30:12compliance and tactical related but any new initiatives should really be look at is how does this
30:19strengthen employee engagement in the workforce which leads to better business results and different
30:25aspects not only of human resources but other departments as well any new programs they will be able to
30:32indicate to indicate to leadership what the cost of that program is and what the potential benefits
30:39is but from a employee engagement perspective that needs to be defined that's the biggest piece of advice
30:45i can give is that this link is not going away employee engagement this is what's missing especially
30:52for the younger generations coming into the workforce and growing into the workforce i think the biggest
30:56advice i could give is every program that you put forward that impacts employees wherever it's coming
31:03from wherever it's emanating what does it do for employee engagement and why this needs to be looked at
31:08and factored in because if not that's a problem because strengthening employee engagement is going to get the
31:15business results up awesome thank you for sharing that that's a great point i really appreciate your time your
31:22your talent your expertise your vision and thanks so much for sharing that if people watching or
31:27listening would like to learn more about you and the work you do what's the best way for them to connect
31:33well several different ways i am on linkedin i have a linkedin profile page which has a lot of
31:39information about what i do for organizations my website www.hrcompensationconsulting.com
31:47has been redesigned recently and that provides a lot of background on the different projects that
31:54i've involved helping companies in all areas of of compensation as i said linkedin is is a great
32:01place to reach me as well so those are the two best sources i think so a little a little birdie tells
32:08me that you've got a book coming out too you want to do you want to give us any previews about what
32:12what the title of that book is or what it's about yeah it's it's called the defragmented consultant
32:18it's not an uh it's not an autobiography there's very few biographical sessions because my my life is
32:25not that interesting for a biography it's only important in the sense that it acted as triggers
32:33to me at certain times in my life which i think eventually led me to becoming an independent
32:38consultant but this book specifically what i try and do is that create this idea of defragmentation
32:46in terms of my work how i approach my work where i took a lot of what i learned in the corporate world
32:53but in different areas of independent consulting how i utilize that prior experience and redefined it
33:01to be successful as i have been for the past 13 years as an independent consultant
33:05so we talk about always moving forward but it's also a book about how you can redefine your past
33:12experiences both good and bad in a way going forward and it also has a lot of advice to people that may
33:19have been maybe in the corporate world for many years who have thought about becoming an independent
33:25consultant because of their expertise but they need a little bit more of a nudge and i try to address
33:31that in certain ways because i certainly needed a nudge as well so i go into those different aspects
33:37in this book but it's mainly about redefining your past to fit this kind of environment being
33:44a true standalone independent soul proprietor so that's what the book is about cool well i can't
33:51wait for it to come out and i'm looking forward to reading it i appreciate you so much and uh
33:56thank you so much for being on the show today well it's been my pleasure mason
34:01thank you so much for being here
34:06i hope that you have a great day
34:08thank you
34:09and i hope that you can do anything
34:10that's great
34:13thank you
34:14so
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34:26thank you
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