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A new construction company is growing rapidly and hires its first HR director. To date, the construction company's hiring managers have been basing salary offers on candidates' salary demands. Therefore, the company does not have a salary structure in place, and large pay disparities are emerging among employees in the same positions. The new HR director is concerned about the inconsistencies in compensation and worries that the company's current pay practices may be discriminatory. Additionally, the HR director fears the situation will eventually result in both negative relations among current employees as well as future recruiting challenges.

What is the best approach for the HR director to take to communicate concerns about the salary structure to senior leadership?

A biotech seed company has grown by acquiring smaller brands to become the largest firm in the country offering genetically modified grains. The company is now composed of a national brand and 12 regional brands. Over the past five years, the company has invested a large portion of its profits in new research. To recoup its investment, company executives have established steep sales revenue and operating profit goals to support aggressive earnings forecasts. Although revenue has increased consistently for the last five years, neither sales nor profits are meeting expectations to sustain new product research. Tensions are high, because the brands were competitors prior to being acquired and employees are fiercely loyal. In addition, the aggressive sales goals have led to increased complaints of ethics violations by the sales staff. Company executives task the VP of HR with leading a project to redesign the sales incentive plan to increase market share, customer loyalty, and internal collaboration between the different brands. The project team consists of senior sales executives, HR business partners, and business and financial analysts from the national and regional brands.

Which action should the VP of HR recommend to the project team as a starting point for aligning the sales incentive plan with employee behaviors?