Use cases
Comp planning
Set a merit budget finance will sign
Show what each budget buys in market position, by department.
The prompt
Model merit budgets of 3, 3.5 and 4 percent. For each, show the total cost and how many employees end up below the 25th percentile of market, by department. Recommend one.
Then try
- What if engineering gets its own budget?
- Show me the cost of a separate market adjustment pool instead.
What you get back
.
Pave Agent
Sample output with illustrative data
3.5 percent keeps most employees at or above the 25th percentile at a cost of $4.2M. Engineering is the outlier and needs about 4.2 percent to hold its position.
Budget | Total cost | Below P25 | Hardest hit
3.0% | $3.6M | 61 | Engineering
3.5% | $4.2M | 38 | Engineering
4.0% | $4.8M | 22 | Sales leadership
Sources
Compensation Planning, HRIS, Market Data
The problem
Before the cycle, finance asks what budget you need. You need to show how far each team is from market and what different budgets get you.
The old way
- Pull current salaries and last cycle's increases
- Age survey data forward by hand
- Model three scenarios in a spreadsheet that breaks when anyone touches it
Why it works in Pave
Cycle and market in one model
Budget scenarios run on your real roster against current benchmarks.
Your org structure
Results roll up by your departments and managers, not generic job families.
Every number traceable
Each figure links back to the employee and benchmark behind it.
Data it uses
Your data
- Current salaries
By employee and department - Last cycle
Increases and budget used - Performance distribution
Ratings by department
Pave intelligence
- Market movement
How pay is trending for your jobs - Market Data benchmarks
By job and level
What you need
Compensation Planning, Market Data Pro
See it on your data
We'll run this prompt in your Pave instance before we ever meet.
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