When developing a compensation strategy, HR must first decide whether to:

Question

Options

• Aprovide cost-of-living increases.
• Blead, lag, or match the market.
• Cimplement pay for performance practices.
• Duse a competency-based pay approach.

• A
  1% (1)
• B
  94% (66)
• C
  1% (1)
• D
  3% (2)

Explanation

When developing a compensation strategy, the first and most critical decision HR must make is whether the organization intends to lead, lag, or match the labor market (B). This decision establishes the overall compensation philosophy, which then guides all downstream design choices, including pay structures, incentives, and adjustment mechanisms. At the SPHR level, compensation strategy must align with organizational strategy, financial capacity, talent availability, and competitive positioning. Market positioning answers a fundamental strategic question: How does the organization intend to compete for talent? Leading the market may support aggressive growth or scarce-skill acquisition but requires higher labor costs. Lagging the market may be appropriate for cost-control strategies but increases retention risk. Matching the market balances competitiveness and cost stability. Options such as cost-of-living increases (A), pay-for-performance practices (C), and competency- based pay (D) are design mechanisms, not starting points. These decisions should only be made after the market position is clearly defined. For example, pay-for-performance may be implemented within any market position, but its structure and funding depend on whether the organization leads, matches, or lags the market. SPHR exam content emphasizes that HR leaders must take a systems-level view of total rewards. Without a clear market posture, compensation programs risk inconsistency, inequity, and misalignment with business goals. Establishing market position first ensures that compensation decisions are intentional, defensible, and sustainable.

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