A smarter approach to compensation planning
Visier® Smart Compensation makes compensation planning radically effective. Finally, you can—and should—have a solution that gets it.
- The art + science of your pay philosophy fully realized across the business for better decisions.
- Manager competency on compensation instantly elevated to support better pay conversations with employees.
- Compensation bias reduced. Pay deviations validated, so you can run a fair and equitable program.
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Fixing what’s broken in compensation planning
Automate compensation workflows with simplified experience for managers
- Encodes your pay philosophy—such as pay-for-performance, or reducing risk of resignation—into each merit cycle, so you connect strategy with execution.
- A data-driven, 360-degree view of each employee leverages people analytics that matter to automatically optimize merit pay decisions while simplifying the manager experience.
Empower managers to make data-driven compensation decisions
- Support managers to make more data-driven decisions to create more consistency for effective decisions while maintaining accountability and avoid exceptions that lead to pay disparities.
- Elevate manager competency so they can have more effective pay discussions with employees that supports growing pay transparency needs.
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Unbiased pay decisions made easy for managers. Maximize the financial impact of merit pay decisions before even committing.
Unbiased compensation, unlimited visibility
- Guide a more fair and equitable process by accounting for more factors that drive differences in pay decisions.
- Proactively address bias with an unbiased baseline recommendation and deviation tracking that gives HR a log of rationale.
Drive retention of high performers and reduce turnover
- Retain top talent by understanding the risk of resignation as part of your compensation strategy.
- Dedicate budget in the merit cycle to retain key talent in critical roles in your organization, and avoid turnover cost.
By comparing the turnover behavior of different groups at different rates of pay, we found evidence not only that it was possible to improve retention by paying more but also which groups might respond best and by how much.
Gary Russo
Executive director of workforce intelligence at providence