Bronwyn Fryer

Renate Schmidt, chefe de recursos humanos, estava franzida em frente à janela de seu escritório, contemplando as colinas de Stuttgart e os verdes Alpes da Suábia de sua posição elevada no 15º andar da sede da Typware. Era final de tarde e a umidade acumulada estava sobre as colinas. Trovões estavam ameaçando à distância. Aquelas nuvens parecem o que eu sinto, ela pensou. Prestes a estourar.

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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

Reimpressão: R0311A Jürgen Mehr, chefe europeu de marketing da gigante alemã de software Typware, está irado com as demandas salariais do executivo americano que ele deseja contratar. Anne Prevost, a executiva em questão, é diretora de marketing de uma empresa de software dos EUA que vem fazendo incursões nos mercados da Typware. Ela planejou um grande aumento nas vendas de sua empresa e agora está pronta para abandonar o mercado, desde que a Typware faça uma boa oferta. Anne entende a indústria global de software e até fala alemão. Ela seria uma ótima opção. Mas o salário que ela quer é quase o mesmo que Jürgen ganha. Desde 1996, a Typware se aventurou agressivamente nos mercados internacionais. Os consultores que ajudaram a negociar remuneração para funcionários estrangeiros recomendaram padrões variáveis, dependendo da localização dos funcionários. Na maioria dos casos, o pacote de pagamento é mais do que suficiente. No entanto, pacotes individuais para expatriados estão se tornando cada vez mais complicados. As despesas diárias variam de acordo com o país; cada caso é “especial”. Na Typware, as disparidades salariais e de benefícios entre os cargos gerenciais estão se tornando a regra e não a exceção. A editora sênior da HBR, Bronwyn Fryer, explora a questão de que tipo de abordagem de compensação internacional a Typware deve adotar. Os comentaristas George T. Milkovich, professor de Catherwood na Universidade Cornell; Jeffrey Alan Thinnes, diretor administrativo da Manugistics Central Europe, uma subsidiária de software dos EUA com sede na Alemanha; Joseph Yaffe, sócio do escritório de advocacia global Latham &amp; Watkins; e Dietmar Kokott, vice-presidente sênior de recursos humanos globais, gestão executiva e desenvolvimento do Grupo BASF, oferecem consultoria especializada sobre esse caso fictício estudar.

Em um mundo de sal&aacute;rios

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.

Em um mundo de salários

Resumo.

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