Pay Differently (Paperback)
Idioma: inglés
Editorial: Independently Published, 2026
- Tapa blanda
- Nuevo
Librería: Grand Eagle Retail, Bensenville, IL, Estados Unidos de AmericaGrand Eagle Retail
Vendedor de IberLibro desde 12 de octubre de 2005
Condición: Nuevo
EUR 23,62
Cantidad disponible: 1 disponible
Añadir al carritoDescripción del artículo del vendedor
Paperback. Everything we built was right for a world that no longer exists.For decades, compensation ran on a comfortable set of assumptions. Employees stayed for the long haul. Pay was a closely guarded secret. Markets moved slowly enough that last year's survey was good enough for this year's decisions. We built our philosophies, our job architectures, our merit cycles, and our incentive plans on top of that stability, slapped the label "best practice" on them, and stopped asking whether they actually worked.That world is gone. Tenure is short. Employees arrive at their reviews with data in their pockets. And pay transparency legislation is turning on the lights, one jurisdiction at a time, exposing every shortcut the profession has quietly taken.Paul Reiman has spent nearly thirty years on both sides of this story. He was the consultant who sold the frameworks, and then the operator who had to live inside them, sitting across from the employee who asked the hard question and knowing the honest answer was "because the system wasn't designed well enough to prevent this." He built some of the scars this book describes. Now he's arguing they have to go.Pay Differently is written for the compensation and HR leaders who already have an uneasy feeling about how their organizations handle pay, and want to understand both why it broke and what to build instead.Part One makes the case. It traces how a "best practice" is usually just a common practice with a better publicist, why your compensation philosophy is probably a poster on the wall, how your job architecture became a crime scene, and why the annual merit cycle is shoveling sand against the tide. It describes the loyalty tax, the quiet mechanism that systematically underpays the people who stay, and shows how transparency is about to make that gap impossible to hide.Part Two is the rebuild. Not theory, and not templates, but practical frameworks a practitioner can take back to their desk: a philosophy that can take a punch, a job architecture that survives the next reorg, compensation structures that communicate instead of confuse, policies people can actually follow, and an honest look at what AI does and doesn't change about the work.Along the way you'll meet the sales leader who asked "best practice according to who?", the company with nearly 5,000 job codes for 10,000 employees, the merit increase that worked out to thirty-five dollars a paycheck (but likely still mattered), and the insurance company whose salary range was less a range than a salary area code. The stories are real, anonymized, and are a big part of shaping how we need to pay differently. The dad jokes are included at no extra charge.This is not a lecture about fairness or a compliance checklist for the latest regulation. It's a clear-eyed, often a bit funny, deeply practical guide to building compensation programs that can survive scrutiny. Because in a transparent world, the gap between what you say and what you do is the thing that gets you in trouble.The old house is condemned. The good news is that the lot is valuable, the people who do this work are talented, and the rebuild is the most exciting work in compensation right now.It starts with paying differently. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…
N° de ref. del artículo 9798181034280
- Título
- Pay Differently (Paperback)
- Autor
- Paul J. Reiman
- Editorial
- Independently Published
- Año de publicación
- 2026
- Estado
- new
- Encuadernación
- Paperback
- Idioma
- inglés
- ISBN 13
- 9798181034280
Everything we built was right for a world that no longer exists.
For decades, compensation ran on a comfortable set of assumptions. Employees stayed for the long haul. Pay was a closely guarded secret. Markets moved slowly enough that last year's survey was good enough for this year's decisions. We built our philosophies, our job architectures, our merit cycles, and our incentive plans on top of that stability, slapped the label "best practice" on them, and stopped asking whether they actually worked.
That world is gone. Tenure is short. Employees arrive at their reviews with data in their pockets. And pay transparency legislation is turning on the lights, one jurisdiction at a time, exposing every shortcut the profession has quietly taken.
Paul Reiman has spent nearly thirty years on both sides of this story. He was the consultant who sold the frameworks, and then the operator who had to live inside them, sitting across from the employee who asked the hard question and knowing the honest answer was "because the system wasn't designed well enough to prevent this." He built some of the scars this book describes. Now he's arguing they have to go.
Pay Differently is written for the compensation and HR leaders who already have an uneasy feeling about how their organizations handle pay, and want to understand both why it broke and what to build instead.
Part One makes the case. It traces how a "best practice" is usually just a common practice with a better publicist, why your compensation philosophy is probably a poster on the wall, how your job architecture became a crime scene, and why the annual merit cycle is shoveling sand against the tide. It describes the loyalty tax, the quiet mechanism that systematically underpays the people who stay, and shows how transparency is about to make that gap impossible to hide.
Part Two is the rebuild. Not theory, and not templates, but practical frameworks a practitioner can take back to their desk: a philosophy that can take a punch, a job architecture that survives the next reorg, compensation structures that communicate instead of confuse, policies people can actually follow, and an honest look at what AI does and doesn't change about the work.
Along the way you'll meet the sales leader who asked "best practice according to who?", the company with nearly 5,000 job codes for 10,000 employees, the merit increase that worked out to thirty-five dollars a paycheck (but likely still mattered), and the insurance company whose salary range was less a range than a salary area code. The stories are real, anonymized, and are a big part of shaping how we need to pay differently. The dad jokes are included at no extra charge.
This is not a lecture about fairness or a compliance checklist for the latest regulation. It's a clear-eyed, often a bit funny, deeply practical guide to building compensation programs that can survive scrutiny. Because in a transparent world, the gap between what you say and what you do is the thing that gets you in trouble.
The old house is condemned. The good news is that the lot is valuable, the people who do this work are talented, and the rebuild is the most exciting work in compensation right now.
It starts with paying differently.
“Sinopsis” puede pertenecer a otra edición de este título.
Grand Eagle Retail
Bensenville, IL, Estados Unidos de America
Vendedor de IberLibro desde 12 de octubre de 2005
Tarifas de envío en Estados Unidos de America
| Artículo | De 6 a 14 días hábiles | De 6 a 16 días hábiles |
|---|---|---|
| Primer artículo | EUR 0,00 | EUR 0,00 |
Métodos de pago
Información empresarial del vendedor
APOLLO ONLINE CORP.
605 Geddes Street
Wilmington, DE Estados Unidos de America 19805
Condiciones de venta
We guarantee the condition of every book as it¿s described on the Abebooks web sites. If you¿ve changed
your mind about a book that you¿ve ordered, please use the Ask bookseller a question link to contact us
and we¿ll respond within 2 business days.
Books ship from California and Michigan.
Derecho al desistimiento
Si es un consumidor, puede rescindir el contrato de acuerdo con lo siguiente. Por consumidor se entiende cualquier persona física que actúe con fines ajenos a su actividad comercial, empresarial, oficio o profesión.
Información sobre el derecho de desistimiento
Derecho legal de desistimiento
Tiene derecho a rescindir este contrato en un plazo de 14 días sin dar ningún motivo.
El periodo de desistimiento vencerá a los 14 días desde que usted, o un tercero que no sea el transportista e indicado por usted, adquiera la posesión física del último bien o del último lote o pieza.
Para ejercer el derecho de desistimiento, complete de forma electrónica y envíe una declaración clara en nuestro sitio web, desde "Mis compras" en "Mi cuenta". Le enviaremos sin demora un acuse de recibo de dicho desistimiento a través de un soporte duradero (por ejemplo, por correo electrónico).
Para cumplir con el plazo de desistimiento, basta con que envíe su comunicación relativa al ejercicio del derecho de desistimiento antes de que venza el periodo de desistimiento.
Efectos del desistimiento
Si rescinde este contrato, le reembolsaremos todos los pagos que hayamos recibido de usted, incluidos los gastos de envío (excepto los gastos adicionales que surjan si elige un tipo de envío que no sea el tipo de envío estándar más económico que ofrecemos).
Podemos hacer una deducción del reembolso por la pérdida de valor de cualquier bien suministrado, si la pérdida es el resultado de una manipulación innecesaria por su parte.
Efectuaremos el reembolso sin demoras indebidas y, a más tardar, 14 días después de que se nos informe de su decisión de rescindir este contrato.
Efectuaremos el reembolso utilizando el mismo medio de pago que utilizó para la transacción inicial, a menos que haya acordado expresamente lo contrario; en cualquier caso, no incurrirá en ningún cargo como resultado de dicho reembolso.
Podremos retener el reembolso hasta que hayamos recibido los bienes o hasta que nos haya presentado una prueba de que los ha devuelto, lo que ocurra primero.
Deberá devolver los bienes o entregarlos a Grand Eagle Retail, Bensenville, Illinois, U.S.A., sin demoras indebidas y, en cualquier caso, en un plazo máximo de 14 días a partir del día en que nos comunique su desistimiento del presente contrato. El plazo se cumple si devuelve la mercancía antes de que venza el periodo de 14 días. Tendrá que asumir los gastos directos de devolución de los bienes. Usted solo es responsable de la disminución del valor de los bienes como resultado de una manipulación distinta a la necesaria para establecer la naturaleza, las características y el funcionamiento de los bienes.
Excepciones al derecho de desistimiento
El derecho de desistimiento no se aplica a lo siguiente:
- La entrega de periódicos, diarios o revistas, con la excepción de los contratos de suscripción; y
- El suministro de contenido digital que no se proporcione en un soporte tangible (por ejemplo, en un CD o DVD) si, al hacer el pedido, aceptó que podíamos empezar a entregarlo y que no podría desistir una vez iniciada la entrega.
Condiciones de envío
Orders usually ship within 2 business days. All books within the US ship free of charge. Delivery is 4-14 business days anywhere in the United States.
Books ship from California and Michigan.
If your book order is heavy or oversized, we may contact you to let you know extra shipping is required.