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HR- Connect the Dots
By V. Jagannathan Presentation to Young HR Managers organized
by
SHARP FORUM- 2013
Expert–The term used to describe those individuals born between 1945 and 1964. Generation X - The term used to describe individuals born between 1965 and 1980. Generation Y - The term used to describe individuals born between 1985 and the present.
Job Analysis: HRM Tool
4
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
(Competencies)
Human Resource Planning & Budget
Recruitment
Selection
Training and Development
Performance Appraisal
Compensation and Benefits
Safety and Health
Employee and Labor Relations
Legal Considerations
Job Analysis for Teams
APPLICATION OF COMPETENCY MODEL
7
Training & Development
Job Analysis
Personnel Selection
Performance Management
Staff Motivation
Mandated leadership
courses
Define job required
competency KPI + behavior based PA
Competency based interview
Competency based retention system
Learning & Development Center
Competency Development programme
Career Development Center
Training Center
Professional Competencies
Trainee and Apprentice Development Programme
Young Manager Programme
Leadership Development Programme
Job Rotation program
Mandated Leadership Training Programs
Professional Skill Training
Internal Trainer Development
External consultant/ University Program
Key Talent Development Programme
Culture Development programme
Talent Management
Dedicated Learning and Development Centre
Leadership Competencies
Inputs
TOOLS ( Job Design and
Goal Setting)
Performance
( performance Appraisal)
Outcomes
( Pay and Career
opportunities)
Effort
Time
Education
Experience
Skills
Knowledge
Job behaviours
Quality of Work
Quantity of work
Level of work ( Satisfaction
of customers)
Pay
Job security
Benefits
Vacation
Job satisfaction
Feeling of accomplishments
Pleasures of doing
interesting work
Motivation/ Performance/ Interlinks Inputs>>>>>>>>>>>>>>>>>>>>>>> Performance>>>>>>>>>>>>>>>>>>>>>>>>Outcome
Performance Pay Dynamics
Individual and referent Equity= O/I= O/I Overpayment = I>R Underpayment =I<R Ways to restore Workers can change the input of output Workers can change the referents inputs or outcomes Workers change their perceptions of inputs and outcome ( either own or others) Workers can change the referent Workers leave the jobs or organisation or force referent to leave the jobs
11
Purpose of Compensation Strategy
Motivate &
Retain Staff
Attract talent
Performance based
Remuneration
Administratively
Efficient
Reward Valued
Behavior
Effective
Compensation
Ensure Internal
and External
Equity
Structured
Processes
Legal
Compliance
Compensation Model- Strategic Decisions links
Equity Compensation Tool
Objective
External (Pay Level)
Market Surveys Attraction
Internal (Pay Structure)
Job Analysis Evaluation Retention
Individual (Pay for Perf.)
Performance & Seniority Motivation
Procedural Justice (Pay Administration- structure)
Communication, Appeals Culture and , Commitment
12
The Pay Model Business Goals
Business Strategy
Compensation Plan
Market Surveys
Compensation Strategy
Job Analysis & Evaluation
Comp & Ben Inputs
Total remuneration
Performance Management
Non-Financial Rewards Org.Structure
Performance linked Pay
Individual Pay
Contribution /Expected out puts
Internal Equity External Equity
MD
H
R H
ead
E
mp
loye
e
C &
B T
eam
Pay levels / structures
Compensation activities serve Business
Objectives
Compensation strategy is periodically
reevaluated and the Compensation plan
periodically developed
Compensation & Benefit team work on
development and implementation
• Facilitate the Organization Performance— Links the compensation of employees to the mission, objectives, philosophies, and culture of the organization.
(strategic congruence)
• Control Labor Costs ( by using compensation- ratio)
• Attitudes and Behaviors ( Attract, Retain, Motivate)
• Follow Laws and Regulations ,
• Comparable with others and No Discrimination
• Objective : “Competitive pay for key and contributing performance to Attract, Retain, Motivate the human assets by efficient methods and uniform process”
14
Pay Model
1.Compensation Objectives
Equity ( Match/ lead/ lag)
External Equity
Comparison: outside organization comparison with Market
Internal Equity
Comparison: inside organization, among jobs
Employee Equity
Comparison: individuals doing same job for same organization
15
Pay Model II. Foundation Concepts
A. Pay Level ( External Equity)- Pay Levels compare to market lead competition ( Asst. Manager and Above) match competition ( Below Asst. Manager) lag competition ( Based on demand and supply) Mechanism Used: Market Survey
B. Pay Structure ( standardization) Pay more for jobs with
greater qualifications less desirable working conditions more valuable output Mechanism used: Job analysis and job evaluation
C. Individual Pay Rates ( Seniority or Pay for Performance or layers) Techniques
Flat Rate ( Fixed) Pay Ranges Mechanisms used: Performance or Seniority
16
A Pay Model III. Techniques for C& B Management
17
Pay Structure
Techniques tie the four basic policies to the pay objectives ( Need, Expectancy, Equity, Procedural Justice )
LOAN BENEFITS,
good salary
Fast Tract
Candidate
approach
Regular Increment ,
, correction
approach
Personal accident
policy, Group
Mediclaim policy,
Keyman insurance
policy
Promotion
approach
Car Policy,
Telephone,
Gratuity, SAS,
PF HOUSING
LOAN / CAR
LOAN/ Asset
building
opportunity
Post Retirement
programe ( Mediclaim
faciity etc)
•Job Environment
•policies, supervision, co-workers, status symbols, working conditions, flextime, compressed work week, job sharing, flexible benefits programs
•The Job
•interesting, challenging, responsible, opportunity for recognition, advancement, feeling of achievement
•Insurance
•Social security benefits
•Paid absences
•Suggestion rewards
•Benefits like canteen,
• transport, loan, U Uniform
•Wages
•TAI
•Bonus
• Incentives
Financial- Direct
Financial-
Indirect
Non- Financial- Indirect
Non-Financial
Direct
19
C & B programme Total Compensation -
Extrinsic
Total Compensation -
Intrinsic
What is Engagement? Capturing the hearts and minds of all people that inspires their behaviors
toward discretionary effort and greater contribution.
3 key factors in an engaged employees:
Reference: Hewitt Engagement Report
What Motivate Top Talent Organization reputation
Differentiated compensation and recognition
Customized development plan
Regular and open dialogues
Less bureaucracy
Valued for contribution
*
The Attrition cycle
Passive
disengagement
Introspection
stage
Active
disengage
ment
Decision
making
Transition
stage
Withdrawal
stage
Employee
exit
employee External
factor-Pull
Internal
trigger-
Push
*
Retaining employees in the Attrition cycle
Passive
disengagement
Active
disengagement
Transition
stage
Withdrawal
stage Employee
exit Engaged employee
Communicate/
clarify
Involve
Realign/ Re
Induction
etc.
Counter- sell
4.Experts
7.High/Early Potential 9.High/Early Potential
(
2.Contributor
5.Contributor 8.High/Early Potential
1.Concerns
3.Concerns
6.New Entrants (<1year
service)
LOW MEDIUM HIGH
POTENTIAL
HIGH
LOW
MEDIUM
Talent Map