Who Are the Winners and Losers in Performance-Based Compensation?
The other day I left a working session with a client where we were tackling the question of whether and how their team members should be compensated based on performance. Inevitably, it was a challenging and values-laden conversation. Performance-based compensation is an approach where some or all monetary compensation is related to how employee performance is assessed relative to stated criteria. This model is intriguing enough that it comes up in virtually every compensation or performance management project I’ve ever been involved in.
Two Ways Compensation And Diversity Should Not Be At Odds
At this time of year, schools are buzzing with the sounds of potential new teachers, school leaders, and other team members. Candidates are touring schools, presenting sample lessons, and interviewing, all with the end goal of an accepted offer. Given talent shortages in some areas of the country, Bellwether’s Talent Advising team has seen increased interest from both traditional and charter public school systems in redesigning their compensation approaches to best position them to attract top talent. Despite renewed energy in our sector to create diverse, equitable, and inclusive teams of adults that will then better create equitable and inclusive environments for students, existing diversity conversations don’t talk enough about compensation, and vice versa.
New Year’s Resolution Challenge: Articulate Your Organization’s Talent Philosophy
During a recent workshop that Xiomara Padamsee and I facilitated at the Education Pioneers National Conference, we led an activity with representatives from small nonprofits, medium-sized CMOs, and relatively large public school districts to identify their core beliefs about talent to include in a talent philosophy – a short, bold statement articulating the talent beliefs of an organization. We asked participants to “vote with their feet” by moving to different sides of the room based on whether they believed that their organization should hire for raw potential for impact or demonstrated track record. Unsurprisingly, representatives from newer organizations who were just starting to build up the core of their organizational functions tended to fall on the “demonstrated track record” side of the room, while large, complex organizations with established training capabilities fell on the “raw potential for impact” side of the room.
Bellwether at #Dreamforce16: What We Can Learn about Gender Inclusion
As an Operations Assistant at Bellwether, I had the privilege of being one of three Bellwarians to attend Dreamforce ‘16, Salesforce.com’s annual 4-day user conference in San Francisco. At Bellwether, we use Salesforce as our primary data and client management system, and I was looking forward to learning more about what Salesforce has to offer to take our operations to the next level. This was my first time attending, and I had been looking forward to it for months. I spent hours poring over the schedule and the 500+ sessions per day, trying to strategize which ones I (and, as an extension, Bellwether) would get the most value out of. I mentally prepared to be overwhelmed by the crowd of more than 100,000 attendees descending upon this small section of San Francisco. The last thing I ever expected to think about was my gender identity and how it would play out at the conference.
Diversity: Necessary (But Insufficient)
Our country has a long history of social movements that fight inequity, injustice, and institutionalized oppression and which are led by marginalized or oppressed groups. But the educational equity “movement” is unique in that it has, from the beginning, been led largely by white, economically privileged leaders and funders, while the communities most impacted by educational injustice are largely brown, black, and poor. The outcomes of this disconnect are approaches, practices, and structures that are not deeply and authentically informed by the communities being served. They often lack sociological and cultural context and relevance.