Bronwyn Fryer

Renate Schmidt, la directora de recursos humanos, estaba de pie con el ceño fruncido frente a la ventana de su oficina y contemplaba las colinas de Stuttgart y los verdes Alpes de Suabia desde su elevada posición en el piso 15 de la sede de Typware. Era última hora de la tarde y la creciente humedad se extendía por las colinas. Los truenos amenazaban en la distancia. Esas nubes tienen el aspecto que siento, pensó. A punto de reventar.

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Reprint: R0311A 

J&#252;rgen Mehr, the European head of marketing for German software giant Typware, is irate about the salary demands of the American executive he wants to hire. Anne Prevost, the executive in question, is the marketing director at a U.S. software company that has been making forays into Typware&#8217;s markets. She engineered a huge uptick in sales for her company, and now she is ready to jump ship&#8212;provided Typware makes her a good offer. Anne understands the global software industry, and she even speaks German. She would be a brilliant catch. But the salary she wants is nearly as much as J&#252;rgen makes.
Since 1996, Typware has ventured aggressively into international markets. The consultants who helped negotiate compensation for overseas employees recommended variable standards depending on the employees&#8217; location. In the majority of cases, the pay package is more than sufficient.
Nevertheless, individual expatriate packages are becoming increasingly complicated. Per diem expenses vary according to country; each case is &#8220;special.&#8221; At Typware, salary and benefit disparities among the managerial ranks are becoming the rule rather than the exception.
HBR senior editor Bronwyn Fryer explores the question of what kind of international compensation approach Typware should adopt. Commentators George T. Milkovich, the Catherwood Professor at Cornell University; Jeffrey Alan Thinnes, the managing director of Manugistics Central Europe, a U.S. software subsidiary based in Germany; Joseph Yaffe, a partner with the global law firm Latham &#038; Watkins; and Dietmar Kokott, the senior vice president of global human resources, executive management and development, at BASF Group, offer expert advice on this fictional case study.

In a World of Pay

Reimpresión: R0311A Jürgen Mehr, director europeo de marketing del gigante alemán de software Typware, está furioso por las exigencias salariales del ejecutivo estadounidense que quiere contratar. Anne Prevost, la ejecutiva en cuestión, es la directora de marketing de una empresa de software estadounidense que ha estado haciendo incursiones en los mercados de Typware. Ha provocado un enorme repunte en las ventas de su empresa y ahora está lista para dar el salto, siempre que Typware le haga una buena oferta. Anne entiende la industria mundial del software e incluso habla alemán. Sería una captura brillante. Pero el salario que quiere es casi el mismo que el que gana Jürgen. Desde 1996, Typware se ha aventurado agresivamente en los mercados internacionales. Los consultores que ayudaron a negociar la compensación para los empleados extranjeros recomendaron normas variables en función de la ubicación de los empleados. En la mayoría de los casos, el paquete salarial es más que suficiente. Sin embargo, los paquetes individuales para expatriados son cada vez más complicados. Las dietas varían según el país; cada caso es «especial». En Typware, las disparidades salariales y prestaciones entre los rangos directivos se están convirtiendo en la regla y no en la excepción. Bronwyn Fryer, editora sénior de HBR, explora la cuestión del tipo de enfoque de compensación internacional que debe adoptar Typware. Los comentaristas George T. Milkovich, profesor de Catherwood en la Universidad de Cornell; Jeffrey Alan Thinnes, director gerente de Manugistics Central Europe, una filial de software estadounidense con sede en Alemania; Joseph Yaffe, socio del bufete internacional de abogados Latham &amp; Watkins; y Dietmar Kokott, vicepresidente sénior de recursos humanos, gestión ejecutiva y desarrollo globales del Grupo BASF, ofrecen consejos de expertos sobre este estudio de caso ficticio..

En un mundo de pagos

Reprint: R0311A Jürgen Mehr, the European head of marketing for German software giant Typware, is irate about the salary demands of the American executive he wants to hire. Anne Prevost, the executive in question, is the marketing director at a U.S. software company that has been making forays into Typware’s markets. She engineered a huge uptick in sales for her company, and now she is ready to jump ship—provided Typware makes her a good offer. Anne understands the global software industry, and she even speaks German. She would be a brilliant catch. But the salary she wants is nearly as much as Jürgen makes. Since 1996, Typware has ventured aggressively into international markets. The consultants who helped negotiate compensation for overseas employees recommended variable standards depending on the employees’ location. In the majority of cases, the pay package is more than sufficient. Nevertheless, individual expatriate packages are becoming increasingly complicated. Per diem expenses vary according to country; each case is “special.” At Typware, salary and benefit disparities among the managerial ranks are becoming the rule rather than the exception. HBR senior editor Bronwyn Fryer explores the question of what kind of international compensation approach Typware should adopt. Commentators George T. Milkovich, the Catherwood Professor at Cornell University; Jeffrey Alan Thinnes, the managing director of Manugistics Central Europe, a U.S. software subsidiary based in Germany; Joseph Yaffe, a partner with the global law firm Latham & Watkins; and Dietmar Kokott, the senior vice president of global human resources, executive management and development, at BASF Group, offer expert advice on this fictional case study.

En un mundo de pagos

Resumen.

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