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Week 1: Market reference
Put a sourced figure, with its confidence stated, on the role whose band the organisation trusts least, before the pay document is built on it.
People and HR · Facilitator-led
The bands, the budget, the calibration and the defence of the outcome, in five weeks.
A five-week program for HR business partners and the managers who make pay recommendations, assigned by an HR director or reward lead, built on Renatus. One research report, two documents and three simulation rooms · Five weeks, one room in each of the first four and two in the last · Unlimited attempts · Ongoing thereafter.
5 weeks · 6 rooms · Total time 2 hours 55 min
Sign up to continueHR business partners, reward partners and the heads of function who recommend pay for a layer of the organisation, and the HR director or reward lead who runs the cycle.
A five-week program for HR business partners and the managers who make pay recommendations, assigned by an HR director or reward lead, built on Renatus. One research report, two documents and three simulation rooms · Five weeks, one room in each of the first four and two in the last · Unlimited attempts · Ongoing thereafter.
Set-up: the participant's perspective (name the pay review), the specific job title or role, the industry or sector, the geographic region and the list of specific countries, the seniority level, the years of experience, and the company size.
Set-up: the company stage and headcount, current comp by role or function, the market reference bands and their source, what talent the company is trying to attract or retain, and who the review is for.
Set-up: the period being reviewed, what plan is being measured against, the headline budget lines and actuals, the variances already known to leadership, and who the variance review is for.
Calibration: role title, the meeting type (stand-up, decision meeting, strategy session or difficult conversation forum), industry or sector, a brief description of working context, and the organisation website as an option.
Calibration: role title, the power gap (peer-level senior, one-up, two-up or C-suite, named in the set-up note), industry or sector, a brief description of working context, and the organisation website as an option.
Calibration: role title, the audience (a single senior stakeholder, a board, an executive committee or a hostile external audience), industry or sector, a brief description of working context, and the organisation website as an option.
HR business partners and the managers who recommend pay carry the annual cycle from the first band to the last letter: a market reference somebody has to stand behind, a pay position for every role, a budget already spent in places nobody has looked, a calibration meeting where the loudest head of function wins, and an executive committee that wants the whole proposal defended in twenty minutes. This program prepares them through one research report, two documents and three simulations. Ren researches the market for the role they name, builds the pay position and budget reading from the organisation's own numbers, then builds each meeting, conversation and presentation from the participant's real situation and plays every person in it, so every scene moves with what they say.
Put a sourced figure, with its confidence stated, on the role whose band the organisation trusts least, before the pay document is built on it.
Know where every role sits against its band, which cases matter for retention, and what a refresh costs at two levels, before calibration opens.
Know what the pay budget is doing against plan, which variances are structural and which are buried, before the refresh is spent against headroom that is not there.
Chair a calibration meeting that ends with a decision, with the dominant voice managed and the quiet one heard.
Ask the person above for the pool the cases need, on evidence, and leave with something concrete