Chris Gilreath
Huntersville, North Carolina, United States
386 followers
382 connections
386 followers
382 connections
About
As a Leader of Compensation & Rewards, 14+ years of experience in designing…
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386 followers
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Chris Gilreath posted thisHi everyone! I am seeking a new role and would appreciate your support. If you hear of any opportunities or just want to catch up, please send me a message or comment below. I would love to reconnect. #OpenToWork About me & what I’m looking for: - I am looking for roles in Compensation and Total Rewards space. - I am open to roles in North and South Carolina as well as Remote. - I have previously worked at GenesisCare, Frontdoor, Inc., and Husqvarna Group.
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Congratulations! 🎉
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Chris Gilreath liked thisChris Gilreath liked thisWhat Will the Compensation Profession Look Like in the Future Artificial Intelligence isn't just changing how compensation professionals work, it has the potential to completely redefine the profession over the next decade. I imagine a future where: • AI continuously monitors labor market data in real time and recommends market adjustments before talent becomes a retention risk. • Salary structures update dynamically as labor markets shift instead of being reviewed once a year. • Pay equity analysis will run automatically every night, alerting HR leaders whenever an unexplained pay disparity emerges. • Merit increase recommendations are personalized for every employee based on performance, market movement, skills, pay position, retention risk, and budget constraints. • Employees will ask an AI assistant compensation questions and receive immediate, personalized explanations of their pay, bonus opportunities, career paths, and salary range progression. • Managers receive real-time coaching before making compensation decisions, helping them avoid unconscious bias and ensuring consistency across the organization. • Executives can model the financial and talent impact of compensation decisions in seconds instead of weeks. • Workforce planning, compensation, succession planning, and talent acquisition become one integrated AI-powered strategy. The compensation professional of the future won't spend most of their time building spreadsheets or running reports. Instead, they'll spend their time asking better questions. AI may produce the analysis, but compensation professionals will determine the strategy. We'll still decide: - What talent do we value most? - What behaviors should we reward? - How do we balance fairness with competitiveness? - How do we create a compensation philosophy that reflects our culture? I believe AI will eliminate much of the administrative work, allowing us to become more strategic advisors to business leaders than ever before. What do you think compensation will look like ten years from now? #ArtificialIntelligence #FutureOfWork #Compensation #HRTech #PeopleAnalytics #PayEquity #SalaryTransparency
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Chris Gilreath liked thisSharing with my networkChris Gilreath liked thisI’m happy to share that my team is growing! Come join me as we continue building. If you enjoy partnering with business leaders and getting into the details of compensation, this could be the perfect role for you. 👍🏾 If you know someone who may be interested, please send them our way! 👇🏾 https://lnkd.in/g-Mw2RPq
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Chris Gilreath liked thisChris Gilreath liked this𝗣𝗮𝘆 𝗴𝗿𝗮𝗱𝗲𝘀 𝘄𝗲𝗿𝗲 𝗯𝘂𝗶𝗹𝘁 𝘁𝗼 𝗼𝘃𝗲𝗿𝗹𝗮𝗽. In most structures, the top of one grade sits above the bottom of the next. A seasoned employee at the top of grade 4 often contributes more than a new hire at the bottom of grade 5, and overlapping ranges let pay reflect that. One of the hardest calls in structure design is how much overlap is enough. Too much and grades lose distinction, but too little and promotion becomes the only meaningful way to increase pay. The right amount follows from talent philosophy rather than a target number. Heavy overlap supports long tenure and gradual progression within a grade. Minimal overlap expects careers to move up or move on, and neither is wrong. The problems start when overlap is an accident of drift rather than a decision, with ranges widened, frozen, or adjusted one at a time until adjacent grades barely differ. A structure where grade 5 pays the same as grade 4 in practice shows the grades no longer distinguish levels of work. That tends to show up first in promotion offers that come with no raise attached. #Compensation
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Chris Gilreath liked thisChris Gilreath liked thisAs America celebrates its historic 250th birthday, we are reflecting on a legacy of durability built to protect our freedom. Since World War I, our nation’s soldiers have relied on Mack trucks to handle the toughest terrain and the most demanding missions. Today, Mack Defense, LLC continues to be a symbol of American strength and resilience.
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Chris Gilreath liked thisChris Gilreath liked thisOur latest 𝟱 𝗠𝗶𝗻𝘂𝘁𝗲𝘀 𝘄𝗶𝘁𝗵 𝗘𝗿𝗶𝗰 segment features Greg Endicott, a valuation expert with decades of experience in provider compensation and the Managing Director of Strategic Value Group, LLC. VP of Provider Compensation and Strategic Services, Eric Leafgreen, sat down with Greg at this year's AAPCP annual conference to discuss AI and its impacts on provider comp. In the clip below, Eric asks Greg how his team keeps up with AI models and capabilities when they’re evolving rapidly. Greg argues that healthcare organizations should approach AI the same way software teams approach agile development. The idea is to stay focused on your objectives while allowing for flexibility, because what works today may already be obsolete tomorrow. To see the full interview, follow the link to our YouTube channel, 𝗖𝗼𝗺𝗽 & 𝗖𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻. Make sure to subscribe, as well, so you never miss a new episode. https://lnkd.in/eJ4YFCqW #ProviderCompensation #PhysicianCompensation #AAPCP #HealthcareAI #5MinutesWithEric
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Chris Gilreath liked thisChris Gilreath liked thisAbsolutely love this take from the Wall Street Journal on The FIFA World Cup Fan Matrix: Who’s Having Fun and Who’s Completely Miserable. My favourite quote so far surrounding the World Cup spirit is: "This is such a whimsical game: you go to battle with another country, it lasts 90 minutes, and no one has to die." May we all enjoy the rest of this great world gathering, where 25% of countries got to make the trip!
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Chris Gilreath liked thisThanks Ryan Companies US, Inc. ! I’m currently enjoying my new role very much at over 30 days in. I applied to this position early this spring. Radio silence. Nothing. This is a great example of why the candidate experience matters. Candidate experience and Brand image go hand in hand in todays climate. #HR #Recruiting
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Chris Gilreath liked thisChris Gilreath liked thisIf you're not preventing mistakes, you're flushing money down the toilet. That's why you need systems, not people, to stop errors before they start. That's Poka-Yoke. A key pillar of the Toyota Production System. Poka-Yoke is the art of mistake-proofing, a simple yet powerful way to stop errors before they happen. Why it matters: ⤷ Simplifies complexity. ⤷ Stops errors before they happen. ⤷ Enables "right first time" operations. Key features: ⤷ Easy to use. ⤷ Automatic. ⤷ Removes decisions. ⤷ Low-cost to implement. Common mistakes to avoid: ⤷ Ignoring stakeholder input. ⤷ Assuming its effectiveness. ⤷ Complicating implementation. Examples in the real world: ⤷ Computer port geometry. ⤷ Cars don't start without keys. ⤷ ATMs dispense cash before your card. ⤷ Elevators won’t start until the door is closed. How to implement Poka-Yoke: ⤷ Identify frequent and problematic errors. ⤷ Design and implement robust solutions. ⤷ Trial the countermeasure thoroughly. ⤷ communicate and train employees. The best way to fix mistakes is to prevent them. What have you implemented that has stopped defects in its tracks?
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Chris Gilreath liked thisChris Gilreath liked thisAfter 12 incredible years at Mercer/Marsh, today marks my last day as I begin a new chapter. Thank you to all of my colleagues, clients, and friends who made this journey so rewarding. I’m incredibly grateful for the relationships, memories, and experiences we’ve shared. I’m excited for what’s next!!
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CCP - in progress
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CACC
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Most HR teams aren’t ready for the future. And 9 out of 10 leaders agree: policies must evolve. That’s the hard truth our latest research uncovered when we surveyed 200+ HR and business leaders for the HR Field Guide to the Future. The gap between what organizations say they want - and what they’re actually prepared to do - is widening. Here’s what stood out: - Too many companies still treat culture as a “nice-to-have” instead of a business driver. - Leaders are rushing to adopt new tech, but without a clear strategy to keep people at the center. - The real cost of inaction? Missed growth, higher turnover, and teams that simply can’t adapt fast enough. Want more insights? Want to keep people at the heart of your organization? Get the guide: https://lnkd.in/eJan36Gb
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