When Institutional Shareholder Services (ISS) came to Decusoft, they had just over 700 employees and a manual, time-consuming, Excel-based compensation process. Already taxed by the process and poised for growth, they were looking for something that scaled. They had three clear priorities, ease of use for managers, flexibility in design and process, and working with a great team that could help them with their short, but intense year-end cycle.
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Most compensation teams still run their most important decisions through a once-a-year process, even though the conditions those decisions depend on never stop moving. Hiring, market shifts, retention risk, and internal equity gaps show up on their own schedule, not on the calendar your annual cycle was built around.
Performance and compensation are managed as two separate systems, run by two different teams, on two different calendars. Employees don’t see any of that. They see one question: did my work change my pay? When the answer is unclear, the entire performance cycle starts to look like ceremony, and the merit budget behind it gets spread further from where it was actually meant to go.
Most companies still run performance management the way they did twenty years ago. Managers write annual reviews, ratings go into
