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Agree, but have too many thoughts for a short response, Ann. See my next article.

LOL Jim - had too many thoughts for a short post, so we're even. Look forward to next article.

Hey, I'm not so dumb as to skip a perfectly great opportunity to pile on to a wonderful topic!

Since we all know the pros and cons of increasing minimum wage, instead of a re-hash of this it would be nice to see a post that is written assuming that it will happen and addressing what we as Compensation pros can do to mitigate any negative consequences.

Although this article did not focus on the minimum wage, which is only one aspect of the topic, a simple search under "minimum wage" or "minwage" will reveal many CompCafe articles offering both cautionary warnings and responsive advice. Ann addressed a much larger issue.

Work Design is an excellent mechanism for amortizing minwage increases and adjusting for the inevitable ripple effects. It also offers tremendous opportunities for HR/comp/TotalRewards activism in creating and enhancing both human talent value applications and their employee value propositions. See the next article!


Jim's right - we have covered that, to some extent, in a number of posts I think ... but no reason not to pull it together in a singular soliloquy. Go for it!


I think you've made my point better than I did - thanks for the reinforcement!

Ann --- My response was not directed at you -- reading it now it sure seems that way --- but was not intended. I just think that like it or not, it is here and we need to figure out how to cope with it. I'm sure CFOs are trying to figure out the impact to labor costs in their area of expertise. The horse is out of the barn. Talking about who should have been watching it and why the lock failed won't change the facts.


Funny, I thought I was doing exactly what you're advocating here -- but I am clearly not doing it very clearly.

I'm not intending to, nor even particularly interested in, rehashing the minimum wage debate. What I'm interested in is what these handful of companies are proactively doing - and what we (as HR and especially reward professionals) could be doing to not only lead the movement but use our unique expertise guide it more surely to a win-win-win kind of success.

Again - see Jim's comment above, because he is summarizing my point better than I am, I fear.

Thanks for the discussion.

Perhaps the linkage here is the lamentable fact that creating jobs of minimum value causes low (i.e., minimum) wages to be paid when people will accept these positions. We can't stop people from taking jobs that don't pay enough to live on, but we can and should shape work assignments into combinations that can legitimately command better (higher) wage rates than the legal floor amounts called "minimum wages."

The implications of doing that are quite interesting...

Thanks, Ann, for reminding us that we are empowered to steer the ship away from the rocks. We need to unhinge ourselves from the notion of optimal job design based on lowest cost, and instead think about optimal job design for dollars spent. How many times do we do this on an ad hoc basis as comp professionals? "Oh, this is the candidate we need to bring on and these are the salary requirements ?" "Ok well then the job needs to be redesigned". So thank you for pointing out our value and our opportunity.

Thanks, Amy. What a great comment - and observation!

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