Responses

Andy Discussion:

I would compare our organization with competitors such as New York Life, and Northwestern Mutual strictly because of their revenue stream. They have the 1st and 2nd largest direct premiums written in 2023 along with the highest market shares. These companies provide us with a good benchmark for us to strive towards.              

If we have an outdated pay structure, we risk not being competitive in the labor market. Our entire industry is built on expanding its sales force to increase its market cap. Due to the nature of our industry, companies experience an extreme turnover rate. Since companies have similar systems, there are a lot of times people leave one company and go to another. “Approximately 30% of new insurance agents quit within three months. By the three-year mark, 87% of agents have either moved on to another company or left the industry altogether” (Danforth, 2023).

My recommendation for improved engagement is an incentive program.  These incentives range from all-inclusive trips, cash bonuses, paid dinners, etc. People want the feeling of achieving something new which most people won’t. These incentives positively influence the office's morale and drive others to elevate their games. Individuals high on need for achievement are well suited to positions such as sales where there are explicit goals, feedback is immediately available, and their effort often leads to success (Managing People, 2024). 

References

Managing People. (2024). Retrieved from https://learn.saylor.org/mod/book/view.php?id=60414&chapterid=47621

Danforth, J. (2023, Febuary 1). Mitigating Employee Turnover in Insurance Agencies. Retrieved from Edge: https://onedge.co/mitigating-employee-turnover-in-insurance-agencies

Grace Discussion:

When I assess whether my organization’s pay structure is competitive, it’s crucial to start by comparing it with similar companies. To do this effectively, I need to look at organizations within the same industry, such as tech companies if I’m in that field, since these companies usually compete for the same types of talent (Noe et al., 2023). It’s also important for me to consider geography because pay can vary significantly depending on the region. By comparing with businesses in the same or similar locations, I ensure that I’m measuring against relevant benchmarks. Additionally, I need to take into account the size and revenue of the companies I’m comparing against, as well as ensuring the job roles are similar in terms of responsibilities and required skills (Noe et al., 2023).

If my pay structure isn’t aligned with what competitors offer, it can lead to several problems within my organization. For example, employees might feel demotivated if they find out they’re being paid less than their peers at other companies, which can hurt productivity and job satisfaction (Noe et al., 2023). This can also affect engagement—since pay is a big part of how connected employees feel to their work and the company. If they believe they’re underpaid, they may be less engaged, which can lead to higher absenteeism and lower effort (Noe et al., 2023). Moreover, a non-competitive pay structure can increase turnover rates, with top performers potentially leaving for better-paying opportunities elsewhere, which can then drive up recruitment and training costs. For example, if a competitor is offering salaries that are 20% higher, keeping my best employees could become a real challenge (Noe et al., 2023). Furthermore, an uncompetitive pay structure might make it tough to attract new talent, as candidates might avoid my company if they know the pay is below the market average (Noe et al., 2023).

To keep my organization competitive and my employees motivated and engaged, it’s important to implement some key strategies. One effective approach is to conduct regular market surveys to ensure my pay rates are aligned with what others in the market are offering (Noe et al., 2023). Additionally, implementing performance-based incentives, such as bonuses or profit-sharing, can help align employees’ efforts with the company’s goals, boosting motivation (Noe et al., 2023). It’s also beneficial to offer non-monetary benefits like flexible working hours and professional development opportunities. These perks can make my organization more attractive, even if the base pay isn’t the highest (Noe et al., 2023). Being transparent about how pay decisions are made is also crucial because when employees understand the process, they’re more likely to feel valued and less likely to look for opportunities elsewhere (Noe et al., 2023). Lastly, providing clear paths for career progression can help retain talent by showing employees that they have growth opportunities within the organization (Noe et al., 2023). By aligning my pay structure with market standards and offering a strong overall employee value proposition, I can boost motivation, engagement, and retention, which ultimately helps my organization stay competitive.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2023).  Human Resource Management: Gaining a Competitive Advantage (12th ed.). McGraw-Hill Education.