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Paul Reiman

Head of Rewards and HR Operations

Paul Reiman is a seasoned human resources professional currently serving as the Vice President of Rewards and HR Operations at CDK Global, a position he held from November 2019 to September 2022. In this role, he focused on developing and implementing compensation strategies and HR operations that align with organizational goals. His expertise spans across various areas including compensation benchmarking, employee incentives, and performance management.1

Before his tenure at CDK Global, Reiman worked in several notable positions, including:

  • Vice President of Rewards and HR Operations at Commvault from February 2016 to November 2019.
  • Head of Global Total Rewards at Morningstar from October 2011 to February 2016.
  • Senior Consultant roles at Aon Hewitt and Buck Consultants, among others.1

Reiman is also the Founder and Managing Partner of Novo Insights LLC, where he leverages his extensive HR experience to help organizations enhance their talent management strategies through data-driven decision-making.1 He is based in Elmhurst, Illinois, and is known for his innovative approach to HR challenges, often described as a "HR Trouble Maker" and "Data Nerd" on his LinkedIn profile.1

Highlights

Sep 3 · linkedin

I was asked today if my business is “pro or anti labor.” I replied “I don’t think a business has any choice but to be pro employee.” Here’s my deep-rooted thinking:

The labor market is a market. Organizations create policy and make decisions… and workers make decisions about where to work. What an organization offers needs to match what a worker is willing to take, otherwise the job remains unfilled.

What an organization offers isn’t just about pay. Pay is definitely a big part of the story - maybe the one that matters more than others combined for some workers. But every organization needs to make choices about what it will give to its people in exchange for their work. The Novo Insights “Join Stay Perform” model identifies those factors that both organizations and employees think about.

Right now in the U.S. there are more open jobs than people wanting those jobs, so the offer has to be “pro employee” or you won’t have any employees.

I’d like to think we operate our own firm on this basis. I try to create a place where my team wants to work: pay appropriately, recognize they are people first with needs and desires outside work, eliminate the barrier between “owners” and “labor,” and make the work fun and challenging. That’s the only way I know to compete in a pro employee labor market.

Apr 18 · linkedin

Compensation Benchmarking 📊 is like the Weather ☀

Hear me out.

Being in the Midwest, we recognize a few things about the weather :

  1. It can change. A lot. Just because it was sunny, 80 degrees, and you were wearing shorts and a t-shirt on Saturday doesn't mean it won't snow on Monday. (Yes, this was literally my weekend) Let alone these seasons. The thermometer goes from -30 to 110 for a reason.

  2. Predictions feel wrong way more often than they are right. We love us some Tom Skilling here in Chicago, but when Tom says Friday it will be 74 but rainy there is still a really good chance it will be 64 but sunny. When Tom says it's a 70% chance of rain, he actually means something most people don't understand... and there's a reasonable chance you won't see a drop of rain at your house. But your friend a few miles away might have gotten wet. Forecasting the weather is imperfect but still helpful.

  3. In part because of 1 and 2, focus less on the number and more on the implications. My son got all excited when the forecast high was 81 instead Saturday compared to 79 on Friday. "Dad, it will be warmer!" While he's right, it really didn't change anything. It was still a shorts and a t-shirt day just the same. Nothing magical about those 2 degrees.

So what about Compensation Benchmarking?

  1. It can change. A lot. Markets move, so we measure it regularly. We'll see variance in that data, because actual people change jobs and rates of pay change for a variety of reasons. Just because we had a feel for the shape of the market doesn't mean we still understand it. (Welcome to paying engineers in 2022 and 2023)

  2. Predictions feel wrong way more often than they are right. We can publish a range of $70k-$90k around a market median of $80k, and then of course we find candidates at $95 and a few we disqualify at $60k. We forget that we estimated the middle of the market, and that people really do exist away from that median. Publishing that range was imperfect, but still helpful.

  3. In part because of 1 and 2, focus less on the number and more on the implications. Recognize the imperfections of the market. Your survey data is a sample of the market, and it won't be right on all the time. Your ranges will never be right, but they are still useful. If your aggregate comparatio changes from 1.0 to 0.98, there's really no need to freak out. You're still in the same zone - it's still shorts weather.


In the comments, add to this story:

Improve the analogy - comment with other ways that compensation is like the weather! Describe the conversations you have with your business customers about compensation benchmarking and how to use it. Or just shout out your favorite weather person. (Thanks again, Tom. I really do appreciate you)

Related Questions

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Paul Reiman
Paul Reiman, photo 1
Paul Reiman, photo 2
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Location

Elmhurst, Illinois