Compensation and Benefits Analysis 2022

Running Head: COMPENSATION AND BENEFITS
Compensation and Benefits
Name
Institutional Affiliation

COMPENSATION AND BENEFITS
Executive Summary
The Toronto-Dominion Bank has become a multinational Canadian banking firm
that provides financial goods and services. The firm was established in 1855 and had its
headquarters in Toronto, Canada. It operates across divisions of Canadian Retail, American
Retail, and Wholesale Banking. TD Bank has massive, close to 19 million clients assisted by
more than 2400 branches in Canada and the United States. TD Bank works with a vision of
"being the best bank" through a best managed, client-focused, an integrated financial
company with a distinctive and diverse culture of employees. The operating hours of the
Bank range between 15 hours and 30 hours. TD Bank has a structured strategy for recruiting,
maintaining, and empowering high-performing workers and a union climate for the
workforce (TD Bank, 2019). TD Bank is competent enough to rattle out some of the
key challenges that banking sectors usually have to face, such as low loan growth, the weak
Canadian economy, and drops in commodity prices (Campiglio et al., 2018). TD Bank
provides its customers unique advantages such as; personal loans and credit cards, home
equity loans, mortgage loans, investments, and deposits in one convenient spot.
Furthermore, the well existing position of TD Bank in Canada and strong brand awareness
are its leading competitive advantages throughout the banking industry (TD Bank, 2019).

COMPENSATION AND BENEFITS
Workforce Summary
Statista (2020) shows that TD Bank engaged a workforce of 89,031. In 2020, TD
Bank has been listed as among the Top 100 Employers of Canada. The mean age of TD Bank
workers is typically 25 years, and the average tenure is almost 6.3 years for all workers (TD,
2015). According to the new Talent Development Capability Model, TD professionals
require interpersonal skills, together with professional expertise to develop successful team
culture, engagement, trust, and confidence in the organization. Moreover, successful TD now
embraces employees having a business-partner and proactive approach to predict and adapt
evolving needs in order to create a competitive advantage (ATD, 2020). Strategic
management refers to defining the purpose of the company as well as the strategies and
actions for achieving that objective (Emeagwal & Ogbonmwan, 2018). Management's
strategic policy of TD Bank is to stand out with a distinct mark from its competitors and give
trust to its consumers, societies, and employees to succeed in an evolving world. Workforce
demographics such as age, expertise, and employee experience make a significant impact on
the organizational design of compensation strategies (Agyeman & Ponniah, 2017). TD Bank
has developed innovative incentive plans to recruit, retain, and reward employees while
holding its demographics in mind.
Compensation Analysis
The compensation mix is the fixed wage-to-variable wage ratio. The first reflects
the base pay, and the latter depicts the target reward. Base pay is the actual wage paid to an
employee, without bonuses, benefits, or raises. It is the pay rate which an employee earns in
return for services. Indirect compensation applies to all components of remuneration that are
made in addition to the minimum wage, like health insurance and pensions. Furthermore,
merit pay refers to the pay when an employee is awarded for his performance by making a

COMPENSATION AND BENEFITS
permanent raise in his base salary (PayScale, 2020). There are usually three levels of a
company that includes the CEO, salaried workers, and hourly staff.
In the same way, TD Bank includes three levels, while some separate work
descriptions fall under these levels. Titles like Manager, Senior Manager, IT Architect, and
Director represents salary employees. On the other hand, the Credit Analyst, Customer
service representative, Teller, Assistant Head Teller, Banking Specialist, and several other
job titles fall under hourly-worked workers. TD Bank compensates its workers for the base
salary according to their job titles. Similarly, indirect and merit compensation is often
contingent on various factors, such as their level of performance (TD Bank, 2018).
Moving into the base pay compensation mix, it is found that most TD Bank workers
are paid according to well-defined salary levels. The compensation mix of the CEO is
calculated on the basis of the attainment of defined results, i.e., efficiency of the bank. The
annual base salary of the CEO in 2019 was $1.4 million (The Canadian Press, 2020). The
highest paying staffs of TD Bank are Directors earning $200,000 per annum, and lowest-
paying employees are Developers earning $53,000. Average TD Bank hourly base pay varies
for Data Entry Clerk from around $12.26 an hour to $83.72 an hour for Senior Project
Manager (Emolument, 2017). TD does not keep a paycheck and is paid biweekly to all its
employees. Indirect compensation includes up to 16 weeks off maternity/paternity leave to
both parents.
Similarly, paid-time-off up to 6 weeks, health insurance, and several workplace
discounts on goods, events, and other attractions are offered to every employee. Moreover, on
the basis of their growing skills and productivity, merit pays given to employees in the form
of increment in their base salaries. TD Bank, without requiring employee contributions,
offers 2 to 6 percent of earnings to each employee in the form of retirement benefits (Fechter,
2019).

COMPENSATION AND BENEFITS
Compensation and benefits at TD Bank represent a large portion of the overall
compensation provided to workers in return for their time, energy, efforts, and performance
(Emeagwal & Ogbonmwan, 2018). TD Bank teaches and motivates its workers to understand
better the actions that will lead them to their success targets and execute them accordingly.
TD Bank usually defines performance goals in five classes, including business, customer,
financial, community, and employee. Such metrics are used to measure success, which has a
direct influence on compensation. To assess the effectiveness of the compensation scheme
and employee engagement, TD Bank performs market research each year to ensure that its
services are successful within the market (Geraghty, 2016). Besides that, performance metrics
are a crucial way for managers to clarify their staff what is essential. In addition, metrics are
not only crucially important for a successful compensation program but also for leading the
company effectively in the long-run. Thus, over time, TD Bank may add new matrices to
ensure employees are sufficiently compensated for achieving desirable competitive
advantages. TD Bank may also introduce new programs and ways to measure the
effectiveness of existing compensation strategies as well as the motivation and satisfaction of
employees from those measures (Sammer, 2017).
Compensation Strategy and Alignment with the Business Strategy
The strategy is corporate commitment, aimed at achieving long-term goals, as well as
the development of a plan of action. Strategic compensation is a human resources
management strategy that managers use to recruit, retain, and develop skilled employees by
harmonizing their attitudes and work performance with the organizational objectives
(Emeagwal & Ogbonmwan, 2018). Compensation strategy does have significant positive
effects on increasing employee efficiency and boosting overall organizational performance.
Compensation strategy improves employee engagement, maintain recruiting competitive
edge, ensure legal enforcement, improve employee satisfaction, and boost productivity

COMPENSATION AND BENEFITS
(Lippel, 2018). Therefore, the compensation strategy is essential throughout all personnel
levels, i.e., from the upper to the lower employees (Emeagwal & Ogbonmwan, 2018). The
compensation strategy is usually designed in a way to attract competent and experienced
candidates in order to fill vacant positions in the organization. Large companies often put
their efforts to grasp a comprehensive understanding of various legal laws to design effective
compensation strategies (Long, 2016).
The performance metrics of TD Bank demonstrate that achieving or failing to achieve
the performance metrics goals has an impact on the overall funding levels of different
compensation plans of banks. Since TD Bank needs unique skills in its employees in order to
achieve a competitive advantage and to raise profits quicker than expenses, the compensation
plan of TD Bank gives its workers wide-ranging incentives to retain, empower and grow
them. After the compensation system has been implemented, TD Bank tests employee
satisfaction and productivity through constructive feedback and various programs. Following
this, TD Bank asks staff to make some constructive recommendations for change (Sammer,
2017). This helps TD Bank to analyze, which motivational needs such as physiological,
safety, social, self-esteem, or self- actualization needs are being met through a structured plan
for compensation. Consequently, when employees, after the implementation of compensation
strategies, will produce desired effective outcomes that show alignment with organizational
objectives, then it will ensure TD Bank the importance of compensation for employee
engagement (Geraghty, 2016).
Compensation Strategy Recommendation
A skilled-based pay system seems to be less advantageous for TD Bank, which
provides financial products and services, as this pay system makes industry comparisons
challenging, and would also force the organization to keep a record of all the skills that each
employee possesses (Dierdorff & Surface, 2017). Similarly, a time-based pay system would

COMPENSATION AND BENEFITS
also be less effective for TD Bank, as it encourages loyalty to the company because
promotions and salary raises are dependent on the duration of time of individual employees
with the company. The cons of this system outweigh its pros. This compensation system, for
example, suggested that success does not really matter, which in effect, would encourage top-
performing workers to pursue jobs in other businesses that will appreciate their contribution
(Long, 2016). Holding these points in mind, the dimension of indirect pay and merit pay in
the current compensation policy of TD Bank is very successful because they compensate
their workers on a fair marketing and performance-based basis. In addition, TD Bank
provides merit-based and not connection-based opportunities (Fechter, 2019). Similarly, it is
another positive practice of TD Bank to collect feedback from workers about payment plans.
Employees in TD Bank are mostly paid in monetary terms (Fechter, 2019). In
addition to cash, however, workers are also often inspired by other types of acknowledgment
and incentives. Consider, for example, setting up an annual trip to reward workers who have
accomplished those annual targets is quite effective for increasing both motivation and
teamwork. This change in the incentive program would further strengthen consistency
between the compensation policy and the business strategy. Certain non-cash benefits may
include special training opportunities, mentoring opportunities, achievement appreciation
ceremony, or discounts on gym memberships. Non-cash award programs often work much
better than cash and reinforce corporate values and traditions, improve collaboration, enhance
customer loyalty, and encourage particular behaviors among other initiatives (Schweyer,
2018).TD Bank would be able to determine the efficacy of non-cash incentives by daily
monitoring and evaluating reviews from a broad range of personnel.
Change Factors
In exchange for their job performed for the company, the compensation is the
monetary and non-monetary incentives offered to the employees. TD Bank gives its workers

COMPENSATION AND BENEFITS
benefits in the form of bonuses and wages (Fechter, 2019). There are many internal and
external factors influencing an organizational change in its compensation policy. Internal
variables reside within the company, which influence the organizational pay structure. On the
other hand, external variables exist outside the company, which somehow influence
workplace compensation. A business strategy, financial difficulties, turnover rate, and
employee satisfaction are some internal factors. Some external factors include the labor
market, labor unions, and labor laws, which may influence/* workplace compensation plans
(Torre et al., 2015). TD Bank currently faces no major challenges in terms of turnover,
financial difficulties, unionization concerns, strained management and employee
relationships, decreasing rates of satisfaction or engagement, or any business loss. The
justification for this statement is that TD Bank is the 26th largest bank in the world with such
clear and efficient compensation policies that retain, inspire, and engage workers enough to
comply with organizational policies (TD Bank, 2018). Consistent changes in compensation
policies, however, may also help TD Bank to overcome any potential challenges.
Compensation Strategy Placement
Before designing a pay system, an organizational compensation theory contrasts its
internal salaries to outside rivals. In this way, a business may lead the market by paying
higher wages, and paying lower wages may lag the market, or can reflect the market average.
Nevertheless, TD Bank does not offer a number of non-cash incentives. Still, along with
other attractive indirect and merit payments, it offers its employees highly competitive wages,
which makes it very competitive (PayScale, 2018). Thus, from the comprehensive analysis of
the compensation strategy of TD Bank, it can be stated that TD Bank is placing as a leading
company in the Canadian banking industry.

COMPENSATION AND BENEFITS
References
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COMPENSATION AND BENEFITS
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COMPENSATION AND BENEFITS
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