Helping Organizations Grow by Aligning people, strategy and Pay

  • I have been a Consultant and Advisor for multiple global organizations
  • B.S. Engineering, MBA and currently working on my second Masters
  • Global Director, managing multi-cultural and geographically dispersed teams
  • I have been an invited professor at highly ranked Latin American MBA Programs
  • I have been a Speaker at global conferences
  • I am passionate about Latino Leadership Initiatives.

Summary

Israel Lozano
"Pay may be one of the best communication tools available to Management"
I am a bilingual, international HR Leader and Consultant who has dedicated most of his career to helping organizations align people and strategy by using one of the most powerful and tangible of all HR tools: Pay.
In almost two decades as Consultant and Executive, I have seen growing efforts jeopardized by misalignment in pay practices/philosophies that do not connect with the context and mindset of the people in the geographies where organizations operate. This is in many cases exacerbated by attempts to fit Regional Compensation into a unique mold, creating numerous challenges such as complexity and cultural clashes between Corporate HQ and Global Operations. Lastly and noticeably, many companies do not count on the right HR technology to scale operations.

I specialize in helping organizations align pay at a global level while connecting HQ and Regions, supporting international operation and expansion as a result. I do this by:

  1. Leading the creation of global Compensation and Benefits Centers of Excellence (CoEs) from design to operation, providing the necessary Cloud based-technology for scalability, connectivity and "silent operation". 
  2. Designing and leading implementation of Total Rewards initiatives that harmonize Corporate and Local objectives, resources and capabilities, with the needs of the key stakeholders.
  3. Linking performance and pay for better returns and people alignment.
  4. Establishing Global Compensation, Benefits, and International Mobility frameworks (Policy, DoA/Governance) to align and facilitate decision-making, and proper exception management.
  5. Building bridges between HQ and Regional C&B teams to align expectations, improve transparency, minimize any existing friction, and facilitate decision making.
  6. Balancing resources and capabilities of the Corporation and key stakeholders, with the expectations and context of Regional operations

My background includes leading global C&B functions, leading HR for an international consulting organization, heading a BU of an international HR consulting business (with PNL responsibility), delivering consulting services for local and global organizations, and managing global and complex sales. I have traveled about 30 countries on business matters.

Some additional activities include:
  • Invited Professor at top Latin American Executive Programs (MBA and EMBA)
  • HR Speaker at Global Conferences and International Programs (ESAN Peru, ESCP Europe) 
  • K-C representative at SMU Cox Advisory Board - Latino Leadership Initiative

Experience Highlights

  • Managing Partner/President
    OMD HR CONSULTING AMERICAS & THE CARIBBEAN
  • Director International Compensation and Benefits
    Kimberly Clark Global Headquarters
  • E&P Rewards Manager Western Hemisphere - Americas
    BP Americas
  • E&P Rewards Consultant Western Hemisphere - Americas
    BP Americas
  • Regional Rewards Manager - Andean Business Unit
    BP Andean
  • International Consultant and Sales Manager
    CSI BankTrade New York
  • Business Unit Manager and Senior Consultant
    HayGroup

Education Highlights

  • Master of Management Candidate
    Harvard University
  • Corporate Development Program
    Cox SCHOOL OF BUSINESS
  • Executive Development Program
    INALDE Business School
  • Master of Business Administration - MBA
    Externado University
  • Bachelor of Industrial Engineering
    JAVERIANA (Xavier) University

Interests

  • International Professor
    Top Ranked Latin American MBA/EMBA Programs
  • International Speaker
    Global HR Conferences AND INTERNATIONAL MANAGEMENT PROGRAMS
  • Advocate of D&I
    Actively Participating in Latin American Executive Development Initiatives

what do I bring to the Table?

  • One
    focus on results, yet mindful of the "hows"
  • Two
    Global mindset and experience
  • Three
    combination of Business and Tot Rewards experience
  • Four
    ABILITY TO SEE BOTH THE BIG PICTURE AND DETAILS
  • Five
    Deep USA and International  Comp expertise
  • Six
    successful experience leading multicultural teams
  • Seven
    COACHING AND PRESENTATION skills
  • Eight
    Good sense of humor
  • Nine
    Family Oriented

Skills ( yrs)

  • International Comp and Ben
    15
  • International Consulting
    10
  • Management
    10
  • Global Policy/Governance
    10
  • US Compensation
    5
  • Performance Management
    10
  • Sales
    7
  • Job Description, Evaluation,OD
    15
  • Int'l Mobility Mgmt & Strategy
    5

short interview

What is Pay?
A powerful communication tool
Do people leave companies because of pay?
Yes but not always. In fact, more people leave due to poor leadership and lack of career opportunities, than they do for pay alone. But be careful: if the money is not ok, employee perception of leaders and the opportunities offered by the company can be biased. In other words, poorly managed pay can be a noise maker.
Who leaves because of pay?
Usually, those who are unclear why they are really leaving the company.
What is alignment?
Purpose, Transparency, Governance and “one-size doesn't fit all."
What is more important: internal equity or paying with the market?
Both, but remember that “the grass is usually greener on the other side of the fence.”
My company spends  X% over base salary in benefits. Is that the right amount?

The right benefit "burden" varies by country. It also depends on the industry, your budget, among other variables. Bear in mind that some countries have more/less government-sponsored benefits, as well as mandatory, which also influence your cost.

We spend a lot on benefits, but employees do not seem to be aware of that. Why?

Benefits become a given if you don't remind them. Is this your case? If so, you may not only be losing a real competitiveness factor but also getting a lower return for your benefit invested money. Don't be afraid to remind employees once, twice and three times...

We offer a premium health plan in Country X, but our pulse surveys show that employees appreciate other benefits more. How can this be, considering the high cost of private medicine nowadays?

Benefits are locally driven. Premium plans are more valuable where medical costs for individuals are high, and there is no good option to private insurance. For example, employees would have a different perception where quality health care is government subsidized. The value that employees place on a benefit varies by country.

We offer competitive executive packages including fair salary and bonus, and a very aggressive stock program. Still, in some countries, we find it hard to attract executives. Why?
There could be many reasons besides pay e.g. the company's value proposition, etc. Regarding your comp package, notice that Long Term Incentives such as options and stock are not equally perceived everywhere. For example, if you lived in a country where the future is uncertain/unstable, how much value would you place on stock that you can only cash after three yrs or longer?
It seems that we spend too much in benefits in our regional branches; we also see some "weird" perks in some countries. What should we do?

The concept of "Benefit" is not the same everywhere. For example, certain countries include allowances and some working tools. You may want to revisit how you are estimating your costs through this lens. 
On the other hand, certain perks could indeed seem particular; be careful as these may not imply much cost or effort, but conversely they can be culturally valuable. 
Let me offer a tip on cost savings: just by finding synergies and economies of scale (e.g. pooling vendors, fewer brokers, etc.) you could save a lot of money without compromising your offer. 

All the above is clear to HR. Why can't we move the international C&B agenda then?
There is a difference between knowing the path and walking through it. You need truly-international HR and Total Rewards leadership or else you can be stuck trying to figure out your global operations. If you do not have this type of resources, make sure that you partner with Consultants with international acumen and experience; this is usually money well invested that returns in the mid and long run.

my family

  • The sweetest ones
    The sweetest ones
  • The four of us
    The four of us
  • Am I dreaming?
    Am I dreaming?

"IN PERSON"

Location

Location: Dallas, TX

Share on