Reference no: EM132873762

As you are aware from your previous work with this company, sustained growth is a challenge in this very tough competitive telecommunications market. In addition, GSM has been experiencing serious performance problems:

• Employee turnover is up 30% from 2018;
• Key themes from the recent employee pulse survey indicate growing dissatisfaction of fairness between pay and job responsibilities, as well as an increasing concern about how pay decisions are made; and
• Customer satisfaction scores, while still strong, is experiencing some issues with delayed project deliverables and increasing competition at lower fees.

 An additional challenge beyond GSM's operations is the increasing economic uncertainty clients are experiencing with the COVID-19 pandemic. Current GSM budget forecast for the 1st quarter of 2021 is consistently showing a decline in revenue to less than 5% year over year growth, far lower than the planned 10% growth.

The company's Vice President of Human Resources knows that compensation can contribute to as well as support overcoming these issues. Since compensation is a major cost, accounting for 75% of the annual expenses, the VPHR needs your immediate assistance to:

1. Explain which of the 3 levels of performance make most sense for the compensation plans to focus on in the next upcoming cycle.

2. Identify 3 to 5 key job metrics that may be used in a performance pay plan to achieve business results. Include the advantages and disadvantages of each.

3. Outline the desired employee behaviours that should be aligned with these measures in order to achieve the business results.