Articles

It’s a tough time to be in sales no matter what your business. Whether you’re in B2B or B2C sales, people are just not as willing to open their checkbooks these days. That means it’s more difficult to close a sale, and it can be more difficult to keep your sales force motivated to go out and sell. But don’t forget: without a sales team, you won’t be in business for long.

Hard to believe that, as of this writing, 2026 is just three months away. So once again, it’s time to think about your sales incentive plans for another new year.

It’s a scenario more common than most companies realize: a new hire walks in the door with a higher salary than a 10-year veteran doing the same job. The numbers may be different but the result is the same: frustration, disengagement, and ultimately, turnover. This is pay compression in action. And it hurts morale and it creates real risk.

Pay transparency has quickly become one of the most talked-about (and misunderstood) topics in compensation. Many business owners and HR leaders worry that being open about pay means inviting conflict or losing control of the conversation.

Business leaders often ask, “Do we need a bonus plan?” But the more revealing question is: What are you trying to drive? Incentives can be a powerful tool, if they’re used well. They can focus effort, reward progress, and reinforce priorities. But when poorly designed, they become noise: misunderstood by employees, misaligned with goals, and more frustrating than motivating.

Turnover is expensive and disruptive. Especially for small and mid-sized companies where each person carries significant weight. But when a key team member walks away, how do you know if pay was part of the reason?

Often, compensation doesn’t top the exit interview list, but it lingers beneath the surface. Subtle imbalances can erode loyalty over time, especially when employees start comparing notes or offers.

For many business owners and HR leaders, salary increases feel more like guesswork than strategy, especially when inflation, shifting labor markets, and rising employee expectations all collide. Should you apply across-the-board raises? Prioritize performance? Adjust for inflation? And how do you balance fairness with financial discipline? The answer isn’t a formula. It’s a mindset shift.

Your HR consulting firm’s success hinges on your ability to retain and motivate the right talent. But do you know how a compensation survey can help you achieve this goal?

Part 5 of a 5-part series on how to build a compensation strategy for your company that balances corporate goals and industry shifts, supports business strategy and ensures pay transparency.

Part 4 of a 5-part series on how to build a compensation strategy for your company that balances corporate goals and industry shifts, supports business strategy and ensures pay transparency.

Part 3 of a 5-part series on how to build a compensation strategy for your company that balances corporate goals and industry shifts, supports business strategy and ensures pay transparency.

These trends reflect the evolving landscape of compensation planning as organizations adapt to changing workforce dynamics, employee expectations, and market conditions to attract, retain, and motivate talent effectively.

Part 2 of a 5-part series on how to build a compensation strategy for your company that balances corporate goals and industry shifts, supports business strategy and ensures pay transparency.

Part 1 of a 5-part series on how to build a compensation strategy for your company that balances corporate goals and industry shifts, supports business strategy and ensures pay transparency.

Learn how companies, by re-evaluating sales roles and adopting a strategic approach, can not only meet immediate objectives but also secure long-term success in an ever-evolving marketplace.