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What Is a Compensation Plan?

A compensation plan is a structured framework that outlines how an organization rewards its employees for their work. This includes all forms of financial and non-financial compensation, such as base salary, bonuses, commissions, equity incentives, deferred and non-cash compensation, and benefits. A well-constructed compensation plan defines the types of compensation available, eligibility criteria, performance expectations, and the mechanisms for determining pay levels and increases.

At its core, a compensation plan aims to attract, motivate, and retain talent while aligning employee performance with organizational goals. It reflects the company’s compensation philosophy and broader talent strategy and must comply with applicable laws and regulations governing labor, taxation, and pay equity.

Why are compensation plans important?

Compensation is one of the largest expenses for most organizations and one of the most powerful tools for influencing employee behavior. A thoughtful compensation plan:

  • Drives business performance by incentivizing desired behaviors and outcomes.
  • Supports recruitment and retention by offering competitive and appealing compensation packages.
  • Ensures fairness and equity, minimizing pay disparities and compliance risks.
  • Aligns with financial planning by budgeting for salary costs, incentive payouts, and long-term commitments like stock options.

In today’s complex business landscape, where roles are increasingly hybrid, global, and skill-based, compensation plans must be flexible and dynamic to remain effective.

What are key features and types of compensation plans?

Compensation plans can vary significantly depending on the organization’s size, industry, and workforce composition. However, most compensation plans include several common components:

1. Base salary structure

The fixed pay employees receive on a regular basis (such as hourly, monthly, annually). Base salaries are typically benchmarked against market data and internal job leveling systems.

2. Variable pay programs

These are pay components that vary based on performance, including:

  • Bonuses: Discretionary or formula-based payouts tied to individual, team, or company performance.
  • Commissions: Common in sales roles; based on a percentage of sales revenue or margin.
  • Incentive Plans: Short-term or long-term performance-based incentives, often tied to KPIs or shareholder value.

3. Equity compensation

Stock options, restricted stock units (RSUs), or employee stock purchase plans (ESPPs), typically used to align long-term employee interests with company performance.

4. Benefits and perks

Health insurance, retirement contributions, paid time off, wellness programs, and other non-cash rewards that enhance total rewards.

5. Pay-for-performance models

Ties compensation increases or bonuses to performance evaluations, encouraging accountability and goal alignment.

6. Job grading and salary bands

Defines levels or bands for roles within the organization, guiding pay decisions and internal equity.

Why do organizations need a compensation plan?

An organization without a defined compensation plan risks inconsistency, inequity, and misalignment with strategic objectives. Compensation decisions made ad hoc or in silos can lead to:

  • Internal pay disparities and perceptions of unfairness.
  • Difficulty attracting talent due to uncompetitive offers.
  • Legal risk due to noncompliance with equal pay or transparency regulations.
  • Budget overruns caused by unplanned salary growth or incentive payouts.
  • Misalignment of incentives that can demotivate employees or drive the wrong behaviors.

By contrast, a well-designed compensation plan provides a standardized approach that supports transparency, accountability, and strategic agility.

Who benefits from a compensation plan?

A compensation plan serves multiple stakeholders:

  • Employees benefit from clarity, fairness, and the opportunity to be rewarded for performance.
  • HR teams can make consistent and equitable decisions and communicate compensation policies effectively.
  • Finance leaders gain visibility and control over compensation costs, and can accrue funds to cover projected payments..
  • Managers can use compensation as a tool for motivation and recognition.
  • Executives and shareholders benefit from compensation plans that drive organizational performance and align with long-term goals.

What are the global considerations in compensation plans?

In global organizations, compensation plans must also address regional differences in labor markets, cost of living, legal requirements, and cultural expectations around pay. Factors influencing plan design include:

  • Local labor laws and tax regulations that affect minimum wage, bonus requirements, and the treatment of equity.
  • Cultural norms and expectations, such as guaranteed bonuses or collective bargaining agreements.
  • Cost of living and market salary benchmarks, which can vary dramatically by region.
  • Currency stability and inflation, which may influence how fixed versus variable pay is structured.

A compensation plan that works in one country may not be legal or effective in another jurisdiction. Multinational companies must develop global frameworks that allow for local customization.

What legal and regulatory requirements affect compensation plans?

Compliance with labor laws and regulations is a non-negotiable aspect of compensation planning. Common regulatory concerns include:

  • Equal Pay for Equal Work mandates, ensuring employees doing similar work are paid similarly regardless of gender or other protected characteristics.
  • Pay transparency laws, which may require disclosure of salary ranges in job postings or public pay gap reporting.
  • Classification of employees versus contractors, particularly relevant for commission or incentive-based roles.
  • Overtime eligibility and minimum wage laws, which vary by jurisdiction.
  • The EU Pay Transparency Directive which provides regulations and penalties to ensure companies are transparent and fair in their pay practices.
  • The EU Corporate Sustainability Reporting Directive (CSRD), which includes pay equity and diversity reporting as part of broader ESG requirements.

Organizations must ensure their compensation plans are designed with compliance in mind and that they conduct regular audits to identify and correct discrepancies.

What is the role of technology in compensation planning?

Modern compensation planning is increasingly data-driven, requiring systems that can handle complexity and ensure compliance. Compensation management technology enables:

  • Centralized compensation planning across regions, functions, and employee types.
  • Automation of workflows and approvals, reducing manual errors and increasing auditability.
  • Real-time analytics to support pay equity reviews, budgeting, and performance alignment.
  • Scenario modeling and forecasting, helping HR and Finance teams make strategic decisions.
  • Employee transparency, with portals for viewing total compensation statements or plan details.

Technology transforms compensation planning from a reactive administrative process to a proactive strategic tool.

What are common approaches to compensation planning: pros and cons?

There are different approaches to developing compensation plans:

Market-based approach

Uses external benchmarking to align pay with the competitive market.

  • Pros: Attracts talent; easy to justify pay levels.
  • Cons: Can lead to internal inequities or pay compression; reactive rather than strategic.

Performance-based approach

Rewards individuals based on performance metrics or goals.

  • Pros: Aligns compensation with outcomes; encourages accountability.
  • Cons: Requires robust performance measurement systems; may increase pay variability.

Skill-based or competency-based pay

Pays employees for the skills or competencies they possess, regardless of role.

  • Pros: Encourages skill development; flexible workforce.
  • Cons: Can be complex to administer; subjective assessments can introduce bias.

Pay transparency models

Openly shares salary bands and compensation structures.

  • Pros: Builds trust; supports equity initiatives.
  • Cons: Can cause friction if not well-communicated or understood.

How does a compensation plan relate to a total rewards strategy?

While the terms are often used interchangeably, a compensation plan is a subset of a broader total rewards strategy. Total rewards encompass not just compensation, but also career development, well-being, recognition, and culture.

Components

Compensation plus: training and education, perks, development

Purpose

Attract, align, retain, reward

Engage, retain, motivate, develop, and support culture

Aspect

Compensation Plan

Total Rewards Strategy

Focus

Pay-related elements

Holistic view of employee value proposition

Components

Salary, bonuses, incentives, equity, benefits

Compensation plus: training and education, perks, development

Purpose

Attract, align, retain, reward

Engage, retain, motivate, develop, and support culture

How can you evaluate compensation plan effectiveness?

Key indicators of an effective compensation plan include:

  • Pay equity: Are employees paid fairly across gender, ethnicity, and other demographics?
  • Market competitiveness: Are roles paid within a target percentile of market benchmarks?
  • Employee satisfaction: Do employees understand and value their compensation?
  • Retention and engagement: Are compensation levels contributing to low turnover?
  • Incentive alignment: Are performance-based rewards driving desired outcomes?
  • Cost efficiency: Is the organization achieving ROI on compensation spend?

Compensation management software can help track and analyze these metrics in real time, offering dashboards, audit trails, and predictive analytics.

What are best practices for creating and managing compensation plans?

  1. Define a clear compensation philosophy that aligns with company values and strategy.
  2. Benchmark against relevant markets and adjust for location, industry, and role level.
  3. Ensure internal equity by using job leveling frameworks and salary bands.
  4. Incorporate pay transparency where feasible to build trust and support compliance.
  5. Use data-driven decision-making with robust analytics and modeling tools.
  6. Regularly review and update plans to adapt to market trends and regulatory changes.
  7. Communicate clearly and consistently with employees and managers about how compensation decisions are made.

Frequently asked questions (FAQs) about compensation plans

  1. What should be included in a compensation plan?
    Base salary, variable pay, benefits, eligibility rules, governance process, and compliance measures.
  2. How often should a compensation plan be reviewed?
    At minimum annually, but ideally more frequently in volatile markets or during periods of organizational change.
  3. Can one compensation plan work globally?
    A global compensation philosophy can guide local plans, but regional and legal differences often require localized implementation.
  4. How does pay equity fit into a compensation plan?
    Pay equity audits and proactive adjustments should be built into compensation planning cycles to ensure fairness and compliance.
  5. How do companies balance fixed and variable pay?
    The mix depends on role type, industry norms, and performance culture. Sales roles may skew more heavily toward variable pay, while technical or support roles may rely more on base salary.
  6. What technology supports compensation planning?
    Compensation management platforms like beqom enable organizations to centralize and automate plan design, budgeting, equity reviews, and analytics across business units and geographies.
  7. What are common pitfalls in compensation planning?
    Inconsistency, lack of transparency, outdated benchmarks, and ignoring equity considerations can all undermine the effectiveness of a compensation plan.

Summary

A compensation plan is more than a document—it’s a strategic tool that shapes workforce behavior, supports talent objectives, and reflects an organization’s values. To remain competitive and compliant, organizations must continuously evaluate and refine their compensation plans with data, technology, and a clear understanding of market dynamics and internal equity.

For Compensation and Benefits professionals, mastering the design and management of compensation plans is essential to driving organizational success.

Explore more on this topic:

  1. A Complete Guide to Compensation Management
  2. A Comprehensive Guide to a Merit Increase Policy
  3. Compa-Ratio: A Complete Guide to Fair and Competitive Compensation
  4. Engage, Thrive, Reward: Developing a Successful Bonus Plan
  5. Understanding Compensation Planning

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A

  • Absolute commission plan

    Pays based on accomplishing specific activities or milestones; does not involve a quota. For example, a rep might be paid $500 for each sale of Product X, or $100 for each net new customer contract.

  • Accelerator

    Increase in the commission rate for higher attainment levels. For example, commission rate might be 3% on the first 200k of revenue, 4% on the next 200k, then 5% for everything over 400k. Or can be based on quota attainment, for example, 3% up to 80% of quota, 4% from 81-120% of quota, and 5% over 120% of quota. Also known as a "kicker".

  • Accruals

    Amounts to be held in reserve to pay expected future compensation that will be due and payable at specific points in time. This is important for the Finance group in their financial planning and reporting, as it represents a liability and has an impact on cash flow. A compensation system should be able to forecast needed accrual amounts.

  • Annual review

    A performance review which is performed on each anniversary of an employee's hire date, and may be tied to a pay increase. See also Focal Point Review.

  • API integration

    Application Programming Interface; refers to a connector between two software applications that allows them to communicate with each other and send data back and forth. A compensation application may provide APIs to communicate with other systems such as HR, CRM, ERP, etc.

  • Approvals

    Many compensation processes require review and acceptance of pay decisions. These approvals may follow a simple reporting hierarchy, or may be more complex if there are matrixed responsibilities where multiple approvers need to sign off on a pay decision. Approvals (and rejections), along with any reason codes or commentary, should be recorded and tracked in a traceable way to allow for auditing and compliance.

  • Artificial Intelligence (AI)

    A computer technology, often used in conjunction with Machine Learning, that can analyze massive amounts of information and be used to support compensation tasks like establishing localized pay scales, ensuring pay equity, removing bias from compensation decisions, predicting performance, optimizing costs, and improving the employee experience, among others. Use of AI-driven compensation technology can mitigate the risk of employee turnover. See also Machine Learning.

  • ASC 606

    Revenue recognition rule by the US Financial Accounting Standards Board (FASB), with a similar rule (IFRS 15) being issued by the International Accounting Standards Board (IASB), dealing with revenue for contracted goods or services that are delivered over time, such as software subscriptions. In dealing with the complexities brought about by these time-based revenue recognition rules an automated system can greatly reduce administrative time and effort while improving accuracy.

  • Attainment

    The degree to which a measurable target or quota has been achieved, expressed as a percentage. Often a factor in sales incentive or bonus calculations.

B

  • Base rate

    Wages paid for work for a specified amount of time, usually expressed as an hourly rate. Does not include overtime or incentives.

  • Base salary

    The fixed portion of an employee’s compensation, usually expressed as an annualized amount in compensation planning and analysis.

  • Benchmarking

    Comparing job descriptions and/or pay scales to standards for a given industry and/or market, to help determine fair and competitive pay rates. Benchmark information can come from a variety of providers who conduct salary surveys. The median pay for a given job can be used to calculate a compa ratio.

  • Benefits

    Non-wage compensation, such as health insurance, paid time off, retirement plans, wellness programs, and other considerations that add value to an employee's compensation package, and aid in attracting and retaining talent.

  • Bonus

    Variable cash compensation. May be discretionary (based on management discretion) or objectives-based (based on achievement of predefined objectives, actions, or production metrics), and may have components that are based on individual, team, and company goals. Generally paid on a fixed cycle, such as quarterly, half-yearly, or annual. The target bonus may be based on a fixed amount or a percentage of base pay.

  • Bottom-up budget

    A compensation budget that is developed by looking at the projected costs of paying the employees that are projected to be needed during the budgeted period, according to the proposed compensation plans, and aggregating those amounts to arrive at the total company compensation budget. Generally done at the department level and rolled up.

  • Budget allocations

    Compensation amounts allocated to individual departments. See "top-down," "bottom-up," and "zero-based" budgets.

  • Budget pools

    Designated amounts of money for a given unit or subunit that then may be allocated within that unit, for a given compensation process, such as salary merit increases, bonus payouts, or promotions.

C

  • Cap

    An upper limit on a commission that can be earned in a given period, typically expressed as a percentage of quota attainment. For example, if the cap is 120% and a rep achieves 140% of quota for the period, the rep will only be paid 120% of the commission target.

  • Carried interest or carry

    A form of performance bonus used in private equity and hedge funds, based on the firm's performance. It is typically a percentage of profits, but only paid above a certain rate of return (hurdle rate), and may have other restrictions and provisions.

  • Channel management

    The process of managing incentive compensation for external sales channels such as agents, agencies, and distributors. This requires accurate calculation of performance-based incentives due according to the contracts or incentive plans in place for each participant, and the timely and transparent payment and communication of the incentives.

  • Clawbacks

    Requiring return of compensation previously paid to an employee based on contractual provisions regarding fraud or misconduct or a future financial restatement or serious decline in performance. Most often used in the financial industry.

  • Commission earnings

    Pay that is earned from sales of a product or service in a given time period, based on the applicable commission plan(s), to be paid at a designated time. See also Commission payments.

  • Commission payments

    Payments of commissions earned. Normally at designated intervals such as monthly or quarterly. Earnings and payments need to be tracked separately to support deferred comp, retroactive adjustments/clawbacks, year-end true-ups, or different payment cycles for different plan components/targets. (See also Commission earnings.)

  • Commission plans

    A delineation of how commissions will be calculated and paid. There are many different plan structures, including Absolute, Relative, Straight-line, Tiered, Territory volume, Gross margin, and others.

  • Commission statements

    A report of the commissions earned by a sales rep during a given period. Statements should enable reps to see exactly how their commissions were calculated, including showing the underlying sales, how the sales were credited/split, and the commission rate applied.

  • Compa-ratio

    A ratio that indicates how a given salary compares to a standard. The standard may be the midpoint of the internal pay range for that job, or may be the median salary for the same job based on external market benchmarks determined from salary surveys. The compa-ratio is the salary being paid divided by the internal or external median salary. So if the salary is 125,000 and the range for the position is 100,000 to 130,000, the compa-ratio would be 125k/115k or 1.09.

  • Compensation

    The total financial and non-financial rewards an employee receives in exchange for work, including base salary, bonuses, incentives, equity, and benefits. Compensation is a key component of talent management, influencing motivation, retention, and organizational equity. Effective compensation management ensures fairness, compliance, and competitiveness, often requiring technology to manage complexity and support pay equity initiatives.

  • Compensation budgeting

    Determining the cost and distribution of all compensation elements. The two most common approaches are top-down and bottom-up. Another approach is zero-based budgeting. See the definitions of those terms.

  • Compensation cycle

    The process of planning and delivering compensation, generally consisting of evaluation, setup, recommendations, review & approval, communication, and payment. Also called a Compensation round.

  • Compensation cycle planning

    Planning for the complete compensation cycle, including designing compensation plans, running simulations, creating budgets, generating accruals, managing the review and approval processes, communication, and reporting.

  • Compensation forecasting

    Projecting the distribution and cost of compensation for a given time period. Often done quarterly, to provide Finance with up-to-date accruals. Your compensation system should enable you to take the latest performance forecasts and use them to generate an updated compensation spending forecast, using simulations to allow the performance assumptions and current compensation plans to calculate projected payouts.

  • Compensation management

    The strategic process of designing, administering, and optimizing employee pay structures to align with organizational goals, market conditions, and regulatory requirements. Effective compensation management ensures fairness, transparency, and motivation while minimizing compliance risks. Best practice involves leveraging dedicated compensation management technology to enhance accuracy, efficiency, and data-driven decision-making.
    Read more
  • Compensation management software

    A specialized technology solution designed to streamline the planning, execution, and analysis of compensation programs, including salary structures, bonuses, incentives, and pay equity. By automating complex calculations, ensuring compliance, and providing data-driven insights, compensation management software enhances accuracy, efficiency, and transparency, supporting organizations in making equitable and strategic compensation decisions.
    Read more
  • Compensation philosophy

    A company’s guiding belief system about how it pays employees. It outlines the rationale behind pay decisions—such as whether to lead or match the market, how to balance internal equity with external competitiveness, and the role of performance in determining pay. It provides the “why” behind compensation practices, while the compensation strategy defines the “how.” See also Compensation strategy.

  • Compensation planning

    The collaborative process of designing and budgeting employee compensation to align with business objectives, market trends, and regulatory requirements. It involves input from HR, finance, and business leaders to ensure fairness, competitiveness, and sustainability. Organizations with complex pay structures benefit from dedicated compensation management technology to enhance efficiency, compliance, and decision accuracy.

  • Compensation reporting & analysis

    The ability to produce the information needed by all stakeholders: employees, managers, HR, Finance, executives, the Board of Directors, auditors, and regulators. Reports ideally should be on demand via self-service for the appropriate audiences. Analysis should show compensation effectiveness, distribution, fairness, and discrepancies. Predictive analytics can use the company's data assets to spot trends, predict future performance, and proactively reduce risk.

  • Compensation round

    See Compensation cycle.

  • Compensation simulation

    Using compensation plans, together with performance assumptions about attainment of goals that drive variable pay, to estimate compensation spending and return on investment (ROI). A compensation management system should provide the ability to run accurate simulations based on varying what-if scenarios.

  • Compensation strategy

    A company's approach to using compensation to attract and retain talent, and drive the human performance needed to achieve company goals. Since company priorities and strategies may shift throughout the year, compensation strategy and execution should be able to adapt quickly to redirect behaviors in support of new directions. See also Compensation philosophy.

  • Compensation transparency

    See Pay transparency.

  • Competency-based pay

    A compensation system that rewards based on an employee's skills and experience rather than their job title or position. Also known as skill-based and knowledge-based pay.

  • Contests

    Limited time special events with special rewards designed to provide motivation for achieving a particular short term objective. Rewards typically can be a prize, cash bonus, or points in a point system.

  • Crediting

    See Sales crediting.

  • CSRD (Corporate Sustainability Reporting Directive)

    An EU regulation that requires large companies to disclose detailed ESG data—including workforce-related metrics such as pay equity. As outlined in beqom’s overview of CSRD and pay equity, the directive raises the bar for transparency, pushing organizations to track and report on fair compensation practices as part of their sustainability efforts.

D

  • Decelerator

    The opposite of an accelerator. Penalizes a rep for being under quota by applying a lower commission rate. See also Accelerator.

  • Deferred compensation

    Compensation, whether cash or equity, that is earned and accrued in the present but paid at a later date, such as a deferred bonus, deferred profit sharing, or stock plan. The future payment must be accrued for.
    Read more
  • Deferred pay

    See Deferred compensation.

  • Deferred Profit-Sharing Plan (DPSP)

    An incentive plan in which eligible employees are awarded a payment based on a percentage of company profits during a given period of time, usually annually. In publicly traded companies this payment is often in the form of company stock. The amount distributed to each employee may be weighted according to the employee's base salary so that employees with higher salaries receive a greater amount of the shared pool of profits.

  • Discretionary bonus

    Bonus whose payment is subject to management decision as to whether and how much to pay; not based on predetermined criteria or performance objectives.

  • Draw (recoverable and non-recoverable)

    An advance payment against future commissions. A recoverable draw will be paid back by the sales rep when the commission is actually earned. A non-recoverable draw is not expected to be paid back; this typically would be used for new sales reps who realistically are not likely to earn commissions in the short term.

E

F

  • Fixed commission

    See Flat rate commission.

  • Flat commission

    Commission is a fixed amount per unit. See also Flat rate commission.

  • Flat rate commission

    Commission rate is a fixed percentage of sales that does not vary based on volume (as with an accelerator). Also known as a Fixed commission.

  • Flexibility in a framework

    A term coined by beqom to refer to the need to provide a consistent structure for compensation across a company, especially a global company, but to allow for local flexibility to adapt to local market needs.

  • Focal point review

    A performance review which is performed at the same time for everyone in the company, and may be tied to a pay increase. See also Annual Review.

  • Forecasts

    Projections of future financial performance. In terms of compensation the forecast will depend on headcount plans, compensation plan designs, and performance against the metrics to which compensation is tied.

G

H

  • Hazard pay

    Additional pay for work that is dangerous or imposes physical hardship which is not adequately alleviated by protective devices.

  • Hierarchies

    Organizational structures in which subordinate entities roll up to higher level entities. An organization can have multiple hierarchies used for different processes. For example, one hierarchy might define management reporting relationships used for performance and merit reviews. A different hierarchy might be used for tax reporting. Another hierarchy might reflect a project based structure that has special incentives tied to it. Another might be a matrixed compensation hierarchy, reflecting the fact that some pay decisions for an employee require multiple inputs. One employee can hold different positions in multiple different hierarchies.

  • High performance culture

    An organizational environment where individuals and teams consistently meet or exceed expectations through accountability, continuous improvement, and alignment with strategic goals. It is often reinforced by transparent performance management and equitable compensation practices, which together help motivate employees, recognize contributions fairly, and sustain long-term organizational effectiveness.

  • High performance culture

    An organizational environment where individuals and teams consistently meet or exceed expectations through accountability, continuous improvement, and alignment with strategic goals. It is often reinforced by transparent performance management and equitable compensation practices, which together help motivate employees, recognize contributions fairly, and sustain long-term organizational effectiveness.
    Read more
  • High performers

    Individuals who consistently exceed performance expectations, deliver strong results, and demonstrate behaviors aligned with organizational goals. They are often identified through performance management systems and may be prioritized in compensation planning, development opportunities, and succession pipelines due to their outsized impact on business outcomes.

  • HR analytics

    The ability to analyze employee data, such as demographics and compensation, to gain insights that can lead to improved retention, engagement, motivation, performance, and compliance. Dedicated compensation software often includes advanced analytics that can help keep costs in line with revenue, while maintaining a pay equity philosophy.

  • HR process improvement

    The systematic analysis and optimization of human resources workflows to increase efficiency, accuracy, and strategic alignment. It often involves streamlining tasks such as performance evaluations, compensation reviews, or pay equity audits through technology, data integration, and policy refinement to better support organizational goals and workforce needs.

  • HR suites

    Suites of software to manage common Human Resources tasks. See Human Capital Management (HCM) Software and Talent Management (TM) Software. HR suites may contain a compensation module, but these are generally not sufficient for managing large enterprise compensation.

  • HR technology

    The digital tools and platforms used to manage human resources functions, from recruitment and performance to compensation and compliance. It enables data-driven decision-making, operational efficiency, and improved employee experience. Specialized solutions, such as compensation and pay equity software, support fair and transparent workforce practices across increasingly complex organizational environments.

  • HR transformation

    The strategic rethinking and restructuring of human resources functions to align more closely with organizational goals and evolving workforce needs. It often involves modernizing processes, systems, and structures—such as performance management or compensation frameworks—and may include adopting technologies that support data-driven decision-making and pay equity.

  • HR Transformation

    The strategic rethinking and restructuring of human resources functions to align more closely with organizational goals and evolving workforce needs. It often involves modernizing processes, systems, and structures—such as performance management or compensation frameworks—and may include adopting technologies that support data-driven decision-making and pay equity.
    Read more
  • Human Capital Management (HCM) Software

    HCM software generally covers a broad range of HR tasks like recruiting, hiring, learning management, planning & administration, payroll, performance reviews, employee self-service, scheduling, absence management, analytics, and dispute management. While they may have a compensation module, they generally are not designed to handle complex enterprise compensation.

  • Hurdle

    See Threshold.

I

  • IFRS 15

    See ASC 606.

  • Incentive compensation management (ICM)

    The process of managing sales incentive compensation, including planning and modeling of plans, integrating the needed data sources, managing data, crediting of transactions, calculation of incentive payments, review and approval process, communication, dispute management, reporting and analysis.

  • Incentive Stock Option Plan (ISOP)

    A type of employee stock option that can be granted only to employees, with potential US tax benefits. Typically shares are offered to employees at a discounted price. ISOPs encourage employees to remain with a company and contribute to its growth in value and share price. See also ESOP - Employee Stock Option Plan.

  • Individual compensation planning

    Tailoring total rewards to meet the needs of individual employees. With a diverse and sometimes distributed workforce consisting of different generations of workers, individual compensation planning can help to engage and energize workers, and inspire loyalty. While in the past this would have been too burdensome to HR, now software can provide the analysis and intelligence needed to automate this task and suggest individualized rewards options. See also Personalized rewards.

  • Integrated compensation management system

    Compensation management that is integrated with other HR systems such as the central employee database, performance management, learning management, etc., such that the other systems can feed information that is relevant to the calculation of compensation.

  • Internal equity

    The fairness and consistency of compensation within an organization, ensuring that employees performing comparable work receive comparable pay, considering factors such as role, experience, and performance. It is a foundational principle in compensation management and a critical factor in maintaining workforce trust, engagement, and legal compliance.

J

  • Job grade

    A grouping or level that encompasses positions with the same or similar levels of responsibiity, impact, and authority, reflective of factors such as the knowledge, skills, and experience required by the jobs in that grade.

K

  • Key Performance Indicators (KPI)

    Quantifiable measures that demonstrate how effectively a company is achieving important business objectives. KPI achievement is based on attaining a certain KPI value by a certain date. KPIs are often used within calculations of variable compensation, such as bonus plans that may have components based on level of achievement of one or more KPIs, for example sales targets, customer satisfaction ratings, production goals, margin goals, etc.

  • Kicker

    See Accelerator.

  • Knowledge-based pay

    See Competency-based pay.

L

  • Long-term incentive (LTI)

    Incentive compensation that is earned and awarded now but delivers value later, such as deferred bonuses or stock options. Long-term incentive plans (LTIP) are used to encourage key employees to stay with the company.

  • Long-term incentive plan (LTIP)

    A compensation mechanism designed to reward employees, typically executives, for achieving sustained performance over an extended period. LTIPs often include equity-based awards or cash bonuses tied to long-term goals. Effective management of LTIPs requires transparency and consistency to ensure alignment with organizational strategy and support for equitable compensation outcomes.

  • Lump sum payment

    A payment to an employee, such as a bonus, that is paid all at once.

M

  • Machine Learning (ML)

    A data processing technology that uses algorithms to sift through massive amounts of data and find trends and patterns. For example, an ML process can look at data like employee demographics, roles, levels, job functions, fixed and variable pay, and market benchmark data, to find employees that are flight risks, and determine appropriate compensation remedies that may keep them on board. ML can also identify peers based on their role, geography, and other relevant attributes, and identify whether there are any pay inequities, then further determine whether those inequities could be the result of biases. (See also Artificial Intelligence.)

  • Malus

    The process of reducing or cancelling deferred incentive awards that have not yet vested. It is a requirement for many Financial Services companies by the UK and European banking regulations on compensation. Malus is intended to help to prevent misbehavior and excessive risk taking by punishing employees. It also helps align compensation to performance; malus may be applied to reduce compensation if an organization's performance has been below expectations.

  • Management by Objective (MBO)

    Basing variable compensation upon completion of clearly defined objectives. Objectives must be carefully structured to ensure that achievement of the incentivized behavior will lead to the desired organizational performance.

  • Merit increase

    An increase in wages based on the employee's assessed job performance or other measure of value. See also Promotion increase.

  • Merit matrix

    A grid used to provide guidance to managers in determining merit increases based on employee performance, sometimes also linked to the employee's position within a pay range for the role.

  • Metrics

    Clearly defined and quantifiable measures used to track and assess a given business process. Examples might include gross sales, gross margin, unit production, absentee rate, lead conversion, customer retention ratio, problem resolution time, returns, cost of sales, etc.

  • Modeling

    Creating variants of compensation plans so that they can be tested, analyzed, and approved. Ideally a model is based on real employee data and embodies the real world complexity of your compensation structures and calculations. Loading real performance data (historical or forecast) can help you see how the model performs in terms of total compensation cost, distribution, fairness, and ROI.

N

  • Non-discretionary pay

    Compensation that is contractually obligated or automatically given, such as hourly wages, overtime pay, or bonuses that are tied to measurable performance criteria.

O

  • Off-cycle plan management

    Compensation events that happen outside of regular compensation cycles. These can include promotions, retention actions, special performance recognitions, etc. They may require separate workflows and approval hierarchies.

  • OKR (Objectives & Key Results)

    A strategic framework used to set and track measurable goals within organizations. OKRs align individual and team efforts with broader company objectives, often informing performance assessments. In compensation contexts, they can support equitable, performance-based reward structures by linking outcomes to measurable impact rather than subjective evaluation.

  • On-Target Commissions (OTC)

    Commission earned if performance is at 100% of target or quota.

  • On-Target Earnings (OTE)

    Total fixed plus variable compensation an employee will receive if he/she achieves 100% of all variable compensation targets (bonuses and commissions).

  • Organizational effectiveness

    The degree to which an organization achieves its goals through efficient structures, aligned strategies, and a high-performing workforce. It encompasses how well systems such as performance management, compensation planning, and equity practices contribute to sustainable outcomes, employee engagement, and the organization’s overall ability to adapt and compete.

  • Override

    Commission on sales applicable to other parties besides the sales reps, such as sales managers or product managers, based on a percentage of the sales or commissions of the sales reps, as determined by the sales crediting plan. See also Roll-up.

P

Q

  • Quota

    A number that a sales rep is expected to achieve, typically expressed as revenue, but quotas also can be tied to sales volume or metrics/activities (net new customers, customer retention, etc.), or some combination of these factors. Commission rates may be tied to attainment of quotas, as with a tiered commission that pays a lower rate for sales below quota, and a higher rate for sales that exceed the quota.

  • Quota management

    The process of setting, tracking, and adjusting sales quotas or targets. Quota setting can be done through a top-down or bottom-up process, or a hybrid of the two.

R

  • Recurring revenue

    Revenue that is contracted to be paid over time, such as subscription or maintenance revenue.

  • Regularization of bonus

    See True-up.

  • Relative commission plan

    Commission plan based on a predetermined quota or target.

  • Restricted Stock Units (RSUs)

    Shares of company stock that vest over time or upon meeting performance criteria. These are common for executive compensation packages and are effective for retaining top talent. RSUs offer several advantages, such as delaying share dilution, aligning employee and shareholder interests, and promoting pay equity. While this form of equity compensation can be advantageous, it’s not suitable for all organizations. Before implementing RSUs, companies should thoroughly understand their advantages, drawbacks, and tax implications so the process can be properly executed and aligned with organizational goals.

  • Retro pay

    See Retroactive pay.

  • Retroactive adjustments

    Adjustments up or down to incentive earnings after initial payment was made. Can be necessitated by restated sales figures, returns, cancellations, clawbacks, etc. Requires careful tracking of transactions, earnings, payments by the compensation system.

  • Retroactive pay

    Compensation issued to an employee to correct underpayment from a prior pay period, typically due to delayed raises, miscalculations, or adjustments in pay rates. Effective compensation management systems help ensure retro pay is calculated accurately and transparently, maintaining compliance and supporting trust in payroll practices. See also Retroactive adjustments and Clawbacks.
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  • Revenue recognition

    The process of booking revenue according to financial accounting standards, such that revenue is recognized as the product or service is actually provided, regardless of when payment is received. See also the related regulations, ASC 606 / IFRS 15.

  • Rewards

    Any form of value provided to employees as a result of their employment, such as salary, bonus, stock, benefits, perquisites, gifts, prizes, and various forms of recognition.

  • Rewards cycle

    Period for which a given reward is calculated and processed, typically annually for salaries, monthly for commissions, quarterly or half-yearly or annually for short or long term incentives. A company may have multiple and overlapping rewards cycles.

  • Risk adjustment

    An adjustment to variable compensation to account for currently known risks or adverse performance outcomes. The known risk of the transaction that triggered the reward can be factored into the reward at time of payment. Ex-post risk adjustment refers to adjustments made to compensation after an adverse performance outcome, which may be the result of risks that have materialized (crystalized risk) or of misconduct. Ex-post risk adjustments include reducing current year awards, the application of malus, and clawbacks.

  • Role-based allowance

    A designated amount of pay applicable to designated roles, in cash or shares, over and above salary, which does not count towards pension and benefits expenses, and which may or may not be deferred over a vesting period. The European Banking Authority (EBA) ruled in 2015 that role-based allowances count as bonuses and therefore are subject to a cap. The term also can be used to refer to an allowance paid to an employee based on additional special responsibilities required to be undertaken as part of their position.

  • Roll-up

    In relation to sales commissions, a roll-up is a commission on sales applicable to parties above the sales rep in the sales reporting hierarchy, such as the sales manager or district manager, based on a percentage of the sales or commissions of the sales reps. Roll-down or roll-over is also possible, for example if sales by a sales manager results in commission payment to the subordinate sales team members. See also Override.

  • RSU

    See Restricted Stock Units.

S

  • Salary band

    The range of salaries, minimum to maximum, for a job grade. Typically influenced by factors such as job requirements, education, experience, geography, and job market conditions,

  • Salary compression

    See Wage compression.

  • Salary management

    The process of planning salaries and salary increases, which may involve job analysis, market research and benchmarking, developing job grades and salary bands, calibration, creating a budget, and managing the salary review and merit increase process.

  • Salary review

    The process by which an individual employee's pay is set for the forthcoming period. Typically done annually and referred to as the Annual Salary Review (ASR), the salary review is generally conducted by an employee's manager, taking into account the employee's past performance, role and goals going forward, and budgetary guidelines.

  • Sales crediting

    Assigning credit for a sale, and thereby the related commission, to the appropriate member or members of the sales team, according to a predefined set of business rules. Crediting can be as simple as assigning the full sale value to one rep, or can be more complex if split amongst multiple reps, or if there are team components applied based on territory or market segment. Crediting is the first crucial step in the sales incentive calculation process.

  • Sales incentives

    Any type of direct or indirect reward related to sales.

  • Sales objectives management

    The process of setting, tracking, assessing, and incentivizing sales objectives, beyond commissioning for sales. Objectives may include things like cross-selling, up-selling, customer retention, customer satisfaction, net new customers, product mix, new product sales, etc.

  • Sales performance management

    The process of managing sales performance, including planning and modeling of incentive plans, managing territories and quotas, integrating the needed data sources, processing sales data, crediting transactions, calculating incentive payments, reviewing and approving payments, communication, dispute management, reporting and analysis.

  • Scenarios

    Models that allow compensation administrators to alter variables in compensation plans or performance assumptions to see the result, as a way of testing and determining the optimum compensation plan. Sometimes called "What-ifs."

  • Sell to cover

    The selling of some shares of stock from a stock incentive award to cover tax liability for the employee.

  • Share Incentive Plan (SIP)

    A tax-advantaged employee share plan in which shares are held in trust on behalf of employees. All employees must be eligible to participate in the plan provided that certain criteria are met. May include free shares, partnership shares (paid for by employees out of pre-tax salary), matching shares (given by the company to employees who purchase partnership shares) and dividend shares (purchased with dividends from other plan shares). Was formerly known as the all-employee share ownership plan (AESOP).

  • Short term incentives

    Variable incentive payments that are paid when earned (as opposed to long term or deferred incentives).

  • Skill-based pay

    See Competency-based pay.

  • Sliding scales

    Commissions paid at different percentages for different volumes of total sales within a given time period. Can be based on units or value. For example, the commission rate is 10% of total sales up to $100,000 in sales, but 15% of total sales if sales exceed $100,000, and 18% of total sales if sales exceed $200,000. The scale can slide up or down; for example, an investment firm might pay lower percentage commissions on higher volumes because clients are charged lower commission rates for high volumes.

  • SPIF (Sales Performance Incentive Fund)

    A specially funded incentive program, usually temporary, to drive certain behaviors at certain times. Can take any form, such as cash bonus, contest prize, etc.

  • Split

    Sharing of sales credit and commission amongst two or more payees. The sales crediting process will split the credit and commission according to pre-defined business rules.

  • Stock option plan

    Reward plan that gives employees the right to buy their company’s stock at a set price after a certain period of time.

  • Straight line commission

    Commission plan that rewards a rep directly correlated to the percentage of quota reached. For example, if the rep attains 80% of quote, the payout is 80% of the full on-target commission amount. If the rep attains 125% of the quota, the payout is 125% of the OTC.

T

  • Talent Management (TM)

    TM software generally covers HR tasks related to acquiring, developing, and retaining talent, like workforce planning, talent acquisition & onboarding, performance appraisals, goal management, learning management, competency management, career development, and succession management. While many have a compensation module as well, they generally are not designed to handle complex enterprise compensation.

  • Territory management

    The process of designing and allocating sales territories amongst the sales team. Territories can be defined in terms of geography, industry vertical, product line, client size, client priority, etc. Well designed territories are necessary to provide proper sales coverage and motivating opportunity to sales reps. Automated territory management can allow for territory readjustment and optimization throughout the year.

  • Territory volume commission plan

    Commission is based on total sales within a territory during a given time period and is split amongst the reps that serve the territory, according to predefined business rules.

  • Threshold

    A minimum performance level that must be achieved in order to earn an incentive payment. Also known as a hurdle.

  • Tiered commissions

    Commissions paid at different percentages for different volumes of sales. Can be based on units or value. For example, the commission rate is 10% on units up to 1000 units, 15% on units from 1001 to 5000 units, and 20% for units exceeding 5000 units. Thus a rep who sells 6500 units would be paid 10%*1000 + 15%*4000 + 20%*1500.

  • Top-down budget

    A compensation budget that starts with a target total compensation spending number for the company, which is then allocated to departments, and then further allocated downstream within each department, to team and individual levels. Allocations typically take into consideration prior year compensation numbers, headcount projections, current goals and priorities, and performance expectations.

  • Total cash compensation (TCC)

    Total of all cash based compensation, fixed and variable, including salary, bonus, commission.

  • Total compensation package (TCP)

    Total value of all cash based compensation, long-term incentives, and benefits. (TDC + benefits)

  • Total direct compensation (TDC)

    Total of all cash compensation plus long-term incentive compensation (TCC + LTI).

  • Total guaranteed compensation (TGC)

    All components of the pay package that are guaranteed, including salary and benefits. Excludes variable compensation.

  • Total rewards

    All of the compensation, benefits, perks, recognition, and other value received by an employee. This should include sales incentive compensation, even when sales incentives are managed separately from other rewards. A compensation system should be able to generate total rewards statements that show the employee the full range and value of all rewards they are receiving.

  • Total rewards statement

    A report, usually monthly, showing an employee the full range of rewards earned and paid, monthly and YTD, preferably including or linked to information showing exactly how the rewards were derived, including any related performance metrics and calculations. In a dedicated compensation platform, these are generated automatically and available on demand.

  • Total rewards strategy

    Approach used by a company to utilize various forms of rewards to attract, retain, motivate, and align employees, with the end goal of fulfilling the mission and objectives of the organization.

  • True-up

    Adjustment or "regularization" of a bonus typically performed at year end to even out quarterly performance. If an employee missed some quarterly goals and therefore missed some quarterly bonus, but by year end has met the annual goal, an adjustment can be made at year end. For example, if the annual target was 100, with 25 each quarter, and the employee attained 15 each in Q1 & Q2 (missed goal) but then attained 30 in Q3 and 40 in Q4, the attainment was 100 for the year, meeting the annual target. An adjustment can be made to reward the annual performance, especially if the quarterly payments do not reward partial achievement and/or are capped and don't reward over achievement.

U

  • Unconscious bias

    Implicit attitudes or stereotypes that influence decisions, including pay and promotion, without conscious awareness. Can be avoided through tools that support data-driven decision making.

V

  • Variable compensation

    Compensation that is dependent upon results such as attainment of goals or targets. Bonus plans and Short Term Incentives fall into this category.

  • Vesting schedules

    Timing of when certain forms of deferred compensation become fully owned and accessible by the employee, such as stock options or deferred cash compensation. Vesting schedules give employees incentive to stay with the firm, as non-vested assets are generally forfeited if the employee leaves the company. Typical vesting periods are 3 to 5 years, during which the asset gradually becomes vested.

W

X

  • X-factor pay

    A colloquial term for additional compensation given for unique skills, rare expertise, or business-critical capabilities.

Y

  • Year-end compensation review

    The formal process conducted at the end of an annual performance cycle to assess employee pay, performance, and equity adjustments.

Z

  • Zero-based budgeting

    Method of creating a budget where each time you start from a zero base, rather than using the previous period's budget as a baseline and modifying. Even existing and recurring expenses have to be justified newly each time rather than automatically continuing or being increased. This approach is generally more time consuming and may have other shortcomings but is thought to be a method of keeping expenses lower.