Professional Documents
Culture Documents
Compensation Practices
Compensation Practices
Motivate &
Retain Staff Reward Valued
Behavior
THE PAY MODEL
Business Goals
Compensation
Philosophy/ activities
CEO
serve Business
Business
Objectives
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
4
THE PAY MODEL
Business Goals
Compensation activities
serve Business
CEO
Objectives
Business
Strategy
Compensation strategy
HR Head
Compensation
Strategy is periodically
reevaluated and the
Non-Financial
Org.Structure
Compensation plan
Rewards
periodically developed
Compensation
Plan
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
THE PAY MODEL
Business Goals
Compensation activities
serve Business
CEO
Objectives
Business
Strategy
Compensation strategy
HR Head
Compensation is periodically
Strategy reevaluated and the
Org.Structure Non-Financial
Compensation plan
Rewards
periodically developed
Compensation
Plan
strategic perspective
Compensation takes the position that how employees are compensated can be a source
of sustainable competitive advantage
THE PAY MODEL
Business Goals
Compensation activities
serve Business
CEO
Objectives
Business
Strategy
Compensation strategy
HR Head
Compensation is periodically
Strategy reevaluated and the
Org.Structure Non-Financial
Compensation plan
Rewards
periodically developed
Compensation
Plan
C & B/S M
Pay levels /
structures Compensation
Contribution Manager, along with
Employee
• Probationary pay
• Paid holidays
• Job Evaluation
• The formal systematic means used to identify the relative worth of jobs within an
organization.
VARIABLE PAY/PAY FOR PERFORMANCE : INCENTIVES
Variable Pay
• Any plan that ties pay to productivity or profitability. (i.e)The standard by which
managers tie compensation to employee effort and performance.
Organizational Individual
Incentives Incentives
Group/team
Incentives
INDIVIDUAL INCENTIVE PLAN
Piecework Plans
•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.
•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.
INDIVIDUAL INCENTIVE PLAN(CONT’D)
Spot bonus
• Compensation plans where all team members receive an incentive bonus payment
when production or service standards are met or exceeded.
• Create a payout formula and fully explain to employees how payouts will be
distributed.
Gainsharing Plans
• Programs under which both employees and the organization share the financial
gains according to a predetermined formula that reflects improved productivity and
profitability.
EMPLOYEE BONUS AND GAINSHARING PLAN
PROS CONS OF TEAM INITIATIVEPLAN
PROS
• Team incentives support group planning and problem solving, thereby building a team
culture.
• Unlike incentive plans based solely on output, team incentives can broaden the scope
of the contribution that employees are motivated to make.
• Team bonuses tend to reduce employee jealousies and complaints over “tight” or
“loose” individual standards.
CONS
• Individual team members may perceive that “their” efforts contribute little to team
success or to the attainment of the incentive bonus.
Profit Sharing
Challenges:
Stock Options
• Granting employees the right to purchase as pecific number of shares of the
company’s stock at a guaranteed price (the option price) during a designated time
period.
•The value of an option is subject to stock market conditions at the time that option is
exercised.
• Rewards punish.
Mandatory Benefits
• legally binding
Voluntary Benefits
Educational benefits
• ONGC,NIIT ,ADITYA BIRLA GROUP, HLL sabbaticals (paid/ non-paid) are provided to
employees who wish to study.
Family
• 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.
Service awards
• Award for the length of service and exactly not on performance
• IBM: thanks award
• IDEA: appreciation card
EQUITY AND MOTIVATION OF EMPLOYEES
• A motivation theory that explains how people respond to situations in which they
feel they have received less (or more) than they deserve.
Individuals form a ratio of their inputs to outcomes in their job and then
compare the value of that ratio with the value of the ratio for other individuals in
similar jobs.
RELATIONSHIP BETWEEN PAY EQUITY AND MOTIVATION
INSTRUMENTALITY AND REWARDS
Motivation = E x I x V
• If any factor (E, I, or V) is zero, then there is no motivation to work toward the reward.
• Worth of a Job
Establishing the internal wage relationship among jobs and skill levels.
• Employer’s Ability-to-Pay
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
Competencies
• Demonstrable characteristics of a
person, including knowledge, skills, and
behaviors, that enable performance.
WHY COMPETENCY BASED PAY ?
• Higher quality
Cons
• implementation problems
• Complexity of program
• Consolidating salary grades and ranges into just a few wide levels or “bands,” each of
which contains a relatively wide range of jobs and salary levels.
TRENDS OF EXECUTIVE COMPENSATION
• Base salary
• Perquisites (perks)
EXECUTIVE COMPENSATION-EHICS & ACCOUNTABILITY
• Time periods for judging and rewarding performance are too short.
• Subjective in nature
Fixed Pay
Mandatory ( Indirect )
CLASSIFICATION OF REWARDS
TOTAL Compensation
TOTAL Compensation
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