Manager - Europe, Africa &

Russia
Highly attractive base salary plus bonus and large company benefits.

Our client is one of one of the world's leading international Oilfield Services Companies.They
operate in over 100 countries with over 50,000 staff and 125 globally distributed
manufacturing facilities which support 800 service bases and 16 technology development and
training facilities.
Our client has been active in Europe, Africa and Russia for many years.This region provides
excellent growth opportunities in the short to medium term.Their strategy shows a 100%
revenue increase in the region in the next four years from its current level of circa
US$2.5Billion.They currently employ circa 15,000 people in this region.

As a result of this expected growth a need has arisen for a Regional Compensation & Benefits
Manager. Reporting into the Regional Human Resources Manager, he/she will be a specialist in
the field of remuneration and benefits and have a proven track record developing,
implementing and administering reward and benefits policies within a first class international
corporate environment. Interacting with commercial, financial and general management
teams, this role will lead the development of a new, creative remuneration framework to
enable our client to attract and retain new talent worldwide.
Following the successful delivery of a compensation and benefits framework throughout this
geography, this individual will have potential opportunities for career progression across the
Group.
 This person will:

 Be responsible for the development and implementation of creative, attractive

and cost effective remuneration and benefit solutions.
Develop a remuneration and progression framework to enable talent attraction
and retention as well as controlling cost.
Oversee and implement all short and long term incentive based pay
programs,including bonus and restricted stock.
Provide relevant and clear reports to the leadership team.
Prepare budget for compensation and benefit recommendations for senior
management approval.
 Maintain up to date knowledge on international salary scales and benefits
programs and changes in international compensation and benefits policies.
Ensure compensation and benefits strategy is aligned with safety, commercial
and operational performance drivers.
Monitor the market to ensure the Region stays in its targeted position with
reference to compensation and benefits performance and strategy.
Develop an understanding of national laws regarding statutory benefits and
government regulations in the region and ensure any policy changes are in line
with legislation.

Ideal canidates will come with a background in international compensation and

benefits, most likely with a large corporate and have already held multi-country
responsibility. The role is based in London and will require international travel.
 ESTABLISHING STRATEGIC PAY PLANS

Like several other HR systems at the Hotel Plaza, the

compensation program was unplanned and
unsophisticated. The company has a narrow target
range for what it will pay employees in each job
category (front-desk clerk, security guard, and so forth).
Each hotel manager decides where to start a new
employee within that narrow pay range. The company
has given little thought to tying general pay levels or
individual employees’ pay to the company’s strategic
goals. For example, the firm’s policy is simply to pay its
employees a “competitive salary”, by which it means
about average for what other hotels in the city are
paying for similar jobs. Lisa knows that pay policies like
these may actually run counter to what the company
wants to achieve strategically, in terms of creating an
extraordinary service-oriented workforce.
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 ESTABLISHING STRATEGIC PAY PLANS

How can you hire and retain a top workforce, and

channel their behaviors toward high-quality guest
services, if you don’t somehow link performance
and pay? She and her team therefore
turn to the task of assessing and
redesigning the company’s
compensation plan.

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 HENRY FORD

“I do not believe that we should make such

an awful profit on our cars,” he said on the
witness stand during the ensuing trial.
“It has been my policy to force the price of
the car down as fast as production would
permit, and give the benefits to users and
laborers.”
The conflict was fueled partly by Mr. Ford’s
decision nearly two years earlier to roughly
double the pay of his workers to a then-
unheard-of $5 per day.
Other business leaders accused him of
imperiling their companies by pushing up
wages throughout American industry.
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 HENRY FORD

“Mr. Ford insisted that he was simply being

pragmatic. T
he advent of the assembly line had
routinized the labor of making cars.
Many workers chafed at what felt like a
demotion to robotic and repetitive tasks,
and they quit in droves.
Mr. Ford cast higher pay — aimed partly at
pre-empting a union drive — as the means
to attract enough hands to produce
growing volumes of cars.

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 HENRY FORD

“ low-wage business is always

insecure,” he declared.
Given the stupendous success of the
Model T, Ford dominated the market for
popularly priced cars.
Paying higher wages was thus a means of
protecting its dominance.
More broadly, Mr. Ford portrayed bountiful
wages as the key to fostering the
consumer economy that he championed,
with affordable cars as the means toward
pushing out the contours of cities, opening
up new forms of housing, offices and
leisure. 9
 HENRY FORD

“Most of the people of the country live on

wages,” Mr. Ford would write in his memoir.
“The scale of their living — the rate of their
wages — determines the prosperity of the
country.”
Under withering cross-examination during
the Dodge brothers lawsuit, Mr. Ford
declared that the very point of his business
was to provide jobs and build affordable
cars, with money merely an incidental
result, according to an account in Richard
Snow’s biography
“I Invented the Modern Age.”
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 HENRY FORD

“Business is a service, not

a bonanza,” Mr. Ford said.
The Michigan Supreme Court ultimately
rejected that conception.
“A business corporation is organized and
carried on primarily for the profit of the
stockholders,” the court decreed..

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 STAGES IN THE DEVELOPMENT OF HRM

Stage One: 1900 – 1940s welfare & administration

Stage Two: 1940s-mid-1970s welfare, administration,
staffing, & training
-- Personal Management & Industrial Relations
Stage Three: Mid-1970s-late 1990s Human Resource
Management & Strategic Human Resource
Management (SHRM)
Stage Four: 2000 SHRM in the new millennium

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