Professional Documents
Culture Documents
PURPOSEOF COMPENSATION
Ensure Equity
Attract talent
Effective Compensation
Administratively Efficient
Legal Compliance
CEO
Business Strategy
Business Strategy : This defines the direction in which organization is going in relation to its environment in order to achieve its objectives.
Compensation Philosophy : Consists of a set of beliefs which underpin the reward/compensation strategy of the organization and govern the reward policies that determine how reward processes operate
CEO
Business Strategy
Compensation Strategy
Org.Structure Compensation Plan
Compensation strategy is periodically reevaluated and the Non-Financial Compensation plan Rewards periodically developed
HR Head
Compensation Strategy defines the intentions of the organization on reward policies, processes and practices required to ensure that it has the skilled, competent and well-motivated workforce it needs to achieve its business goals
CEO
Business Strategy
Compensation strategy is periodically reevaluated and the Non-Financial Compensation plan Rewards periodically developed
HR Head
strategic perspective Compensation takes the position that how employees are compensated can be a source of sustainable competitive advantage
CEO
Business Strategy
Compensation Strategy Org.Structure Compensation Plan Performance Management Job Evaluation Unit Inputs Pay levels / structures Total remuneration Performance linked Pay
Compensation strategy is periodically reevaluated and the Non-Financial Compensation plan Rewards periodically developed
C & B/S M
HR Head
Market Surveys
Employee
Contribution /outputs
Compensation Manager, along with team is responsible for carrying out compensation related activities
Internal Equity
Individual Pay
External Equity
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CLASSIFICATION OF REWARDS
BASE PAY
The direct financial compensation an individual receives based on the time Worked. Two bases of calculation Hourly/wage: payment for the number of hours worked. Salaried : receive consistent payments at the end of specific period regardless of number of hours worked Nature. generally market driven ( D>S=increase in pay) Job Evaluation
The formal systematic means used to identify the relative worth of jobs within an organization.
Create shared commitment in that every individual contributes to organizational performance and success.
TYPES OF INCENTIVES
Organizational Incentives
Individual Incentives
Group/team Incentives
The worker is paid a sum (called a piece rate) for each unit he or she produces.
Straight piecework:
A fixed sum is paid for each unit the worker produces under an established piece rate standard. An incentive may be paid for exceeding the piece rate standard.
Standard hour plan: An incentive plan that sets pay rates based on the completion of a job in a predetermined standard time. If employees finish the work in less than the expected time, their pay is still based on the standard time for the job multiplied by their hourly rate.
BONUS
Incentive payment that is supplemental to the base wage for cost reduction, quality improvement, or other performance criteria. Spot bonus Unplanned bonus given for employee effort unrelated to an established performance measure.
Mandatory Benefits legally binding Voluntary Benefits provided at the discretion of the employer
Meritorious Children of employees are provided opportunity of higher education with loan benefits in BPCL, CPCL etc
Family
TYPES
Awards Often used to recognize productivity gains, special contributions or achievements, and service to the organization. Employees feel appreciated when employers tie awards to performance and deliver awards in a timely, sincere and specific way. Recognition awards Recognition has a positive impact on performance, either alone or in conjunction with financial rewards. Combining financial rewards with nonfinancial ones produced performance improvement in service firms almost twice the effect of using each reward alone. Day-to-day recognition from supervisors, peers, and team members is important. Best performer of the month awards in Blue Dart, ALACTEL,XANSA etc., Service awards Award for the length of service and exactly not on performance IBM: thanks award IDEA: appreciation card
DETERMINANTS OF COMPENSATION
INTERNAL DETERMINANTS
Employers Compensation Strategy Setting organization compensation policy to lead, lag, or match competitors pay. Worth of a Job Establishing the internal wage relationship among jobs and skill levels. Employees Relative Worth Rewarding individual employee performance Employers Ability-to-Pay
EXTERNAL DETERMINANTS
Labor Market Conditions Availability and quality of potential employees is affected by economic conditions, government regulations and policies, and the presence of unions. Area Wage Rates A firms formal wage structure of rates is influenced by those being paid by other area employers for comparable jobs. Cost of Living Local housing and environmental conditions can cause wide variations in the cost of living for employees. Inflation can require that compensation rates be adjusted upward periodically to help employees maintain their purchasing power.
Collective Bargaining The term extends to all negotiations that take place between an employer, group of employers or one or more employers organizations on the one hand, and one or more workers organizations on the other to (a) Determine the working conditions and terms of employment and / or (b) Regulate relations between employer and employee/workers and / or (c) regulate relations between employer organization or employee/workers organization
NEW DEVELOPMENTS
Competency based pay and reward programmes (also skill-based pay or knowledge-based pay)
Where the company pays for the employees range, depth, and types of skills and knowledge, rather than for the job title he or she holds.
Competencies Demonstrable characteristics of a person, including knowledge, skills, and behaviors, that enable performance.
Payment of wages Act, 1936 The minimum wages Act, 1948 The payment of Bonus Act, 1965 Equal remuneration Act, 1976
DIRECT COMPENSATION
Fixed Pay
Variable Pay : depending on no of optional days attended
Variable Pay : depending on last years performance
Mandatory ( Indirect )
CLASSIFICATION OF REWARDS
TOTAL Compensation Non - Financial
Financial
Indirect
Job Satisfaction
Praise / Rewards
Provident Fund Gratuity Travel allowance Mobile expense Sales Promotional Expense
CLASSIFICATION OF REWARDS
TOTAL Compensation Non - Financial
Financial
Direct
Indirect
Job Satisfaction
Praise / Rewards
Future Leadership Program (FLP): Executives earmarked and declared future leader based on their competency Development based Career Plan (DLCP): Competent executives committing 5 years service to company in the form of bond will be given minimum 2 elevation during the bond period. Executive of the year Award Company Jeep at individual level Foreign Tour with family for the team achieving their yearly target Major medical claim for self and dependant