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It is all about People
“Take our 20 best people and virtually overnight
we become a mediocre company.”

- Bill Gates, Microsoft

“Take my assets, leave my people, and in five

years I will have it all back.”

- Alfred Sloan, General Motors

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 Human Resource Management

• Wage, Salary and

Reward Administration

We will cover the following:

– Remuneration & its Components
– Compensation Administration Process
– Wage & salary Administration
– Different types of Incentives and Incentives Plan
– International Compensation.
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 Building Blocks of Direct
Compensation
1. The Foundation: 3. The Glue: Pay for
A Compensation Performance Programs
Philosophy
4. The Future: Effective
2.The Basics: Elements of Compensation
Base Pay Administration Management

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 The Organizational Reward System
• Results from employment with the organization
• Includes all forms of financial returns and tangible services &
benefits employees receive as part of employment relationship:
Intrinsic Extrinsic
Achievement Formal Recognition
Feelings of accomplishment Fringe Benefits
Informal Recognition Incentive Payments
Job Satisfaction Pay
Personal growth Promotion
Status Social Relationships
Work Environment

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 Remuneration & Its Components
Definition: Remuneration' is a general term covering the
monetary and related entitlements of employees - paid by
employers in return for the work of employees.
Components: Remuneration

Financial Non Financial

Fringe
Benefits Perquisites
Job Content
Hourly Company
P.F, Challenging job,
and Incentives Car, Club
Gratuity, Responsibilities,
monthly Membership,
Individual Medical Recognition,
Rated Paid Growth
Plans Care,
Wages Holidays, prospects,
Accident
and Group Furnished Supervision,
Relief,
Salaries Plans House, Stock Working
Health and
conditions, Job
Group option
sharing, etc.
insurance scheme, etc
Bonus 5
Direct Indirect
Compensation Administration Process

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 Fringe Benefits
• Fringe benefits for employees can take the form
of property, services, cash, or some cash
equivalent (something that can be turned into
cash, such as a gift card or savings bonds).
• These fringe benefits are also generally subject to
withholding and employment taxes.
• Offering fringe benefits may be a way to
differentiate themselves from the competition
and to attract and retain new employees.
• Fringe Benefits are generally tax-exempt. But
depends on the product/service and its value.

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 Types of Fringe Benefits
• The most common benefits include
• life, disability and health insurance bundles
• Tuition reimbursement or education assistance
• Fitness center access or discounts
• Employee meals and cafeteria plans
• Dependent care assistance; and
• Retirement plan contributions.

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 Job Analysis
It contains two parts: Job Description & Job
Specification. This can help to know about the
duties and responsibilities will be covered by
the specific job and also the quality of the
people engaged in that job. This is necessary to
set a rationale pay structure for a specific
position.

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 Job Evaluation
Job Evaluation: The systematic determination of the
relative worth of jobs within an organization.

Methods of Job Evaluation

Ranking Classification

Job
Evaluation
Methods
Factor Point
Comparison Method
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 Developing Pay Surveys
Select Employers with Comparable Jobs

Determine Jobs to be Surveyed

Decide What Information Is Needed

Conduct Survey

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 Pay Structures
• Common Pay Structures
– Hourly and salaried
– Office, plant, technical, professional, managerial
– Clerical, information technology, professional,
supervisory, management, and executive
• Factors that affect Remuneration/Pay Structure:
– External:
• Labor market
• Cost of Living
• Society
• The economy
• Geographic Location
– Internal Factor:
• Business Strategy
• Job Evaluation & Performance Appraisal
• The employee
• Kind of business 12
 Wage & Salary
• Wages: Wages are compensation. This includes
basic wages, allowances, bonuses etc. On the
employers’ points of view, wages form that part of
cost of production which is attributed as
compensation paid to labor. Wages are paid in the
form of time rate or piece rate to the workers,
who are directly involved in the production or
commercial activities.

• Salary: This is compensation paid to the indirect

labor in the form of cash. Indirect labor involves
supervisors, managers and supporting staff like
office assistants, clerks, etc. Salaries are paid in
the form of time rate, mostly on monthly basis.

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 Wage & Salary
• On the basis of the employee needs and ability of the
organization, there are various kinds of wages. Wages are
generally four types:
– Subsistence wages
– Minimum Wages
– Fair Wages
– Living Wages
• Subsistence wages: This is level of wage below the
minimum level which can lead inhuman life to the
employees.
• Minimum Wages: This is a wage level fixed by government
which is considered adequate, taking into account the cost
of living. All the organizations are bound to follow this
direction so that no employee is paid a wage less than the
minimum wage fixed by government irrespective of grade,
class or nature of work.

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 Wage & Salary
• Fair Wages: This is fixed by employer. This level of
wage varies from industry to industry. The main
criteria are the capacity of payment. Fair wage is a
wage above the minimum wage but below the
living wage.

• Living Wages: Living wage is one which should

enable the earner to provide for himself and his
family not only the bare essentials of food,
clothing and shelter, but a measure of frugal
comfort, including education for his children,
protection against ill health, requirement of
essential social needs and a measure of insurance
against the more important misfortune including
old age.
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 Incentive Compensation
Incentives can be added to the basic pay structure
to provide rewards for performance. It may be 3
types:
1. Individual Incentives include
– merit pay plans (annual increase, based on
performance)
– piecework plans (pay based on number of units
produced typically in a specified time period.)
– time-savings bonuses and commissions
2. Group Incentives : Incentives can be offered to groups,
rather than individuals, when employees' tasks are
interdependent and require cooperation.
3. Plant-wide Incentives: Direct employee efforts
toward organizational goals (such as cost reduction)16
 4. The Future: Effective
Compensation Management
• S = Strategically-based

• M = Market-driven

• A = Analyze Thoroughly

• R = Reward Results

• T = Transformation
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 Compensation & Benefits Package

• Base Salary - the fixed amount to be paid

• Incentives - additional variable pay based on performance
against objectives
• Protectives - programs which insure employees against loss
• Capital Accumulation – programs that provide the opportunity
to establish a personal estate (equity /stock plan)
• Retirement Income - plans that defer income for services
rendered to a later payment date
• Perquisites - company paid allowances beyond direct
pay(Housing,Car, Leave travel, etc.)
• Paid Time Off - vacations, holidays, maternity leave, etc

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 The C&B Cycle
Corporation’s Strategy on C&B
IMPERATIVES
•Top Management Inputs
•Market Drivers
•HR Strategy
Gauging employee
COMPENSATION POLICY/DESIGN satisfaction
• Policies Designed/Reviewed
•Compensation Structure/Design Issues
•Annual/Cyclical actions (TIR/Bonus/SPP)
•Employee Communication strategy

HR OPERATIONS Payroll

Benefits Employee getting

Operationalizing C&B Administration the C&B package

Tracking C&B Info

- GEMS, HRIS
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 Fixed Cash
• Base Salary

• Housing Assistance/HRA

• Conveyance Allowance (Q/R/S)

• Leave Travel Allowance

• Medical Allowance

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 Benefits
• Company Housing

• Company Car (grades T & above)

• Furnishing program

• Housing Loan
• Personal loans
• Car Loan
• Tuition Refund Plan
• Professional Body Membership

• Retrials or Parachute Payments

– Provident Fund
– Gratuity
– Superannuation (for certain grades) 21
 Variable Pay

• Individual Performance Award/Annual Bonus

• Sales Incentive Plans

• Golden Handcuffs

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EMPLOYEE COMMUNICATION - taking C&B to the people

• During all C&B actions (e.g., Annual Salary Increase letters

, SPP roll-out)

• Through the HR web-site

• Through online addressal of employee queries

– payroll & benefits related (HR Ops)
– policy related (Regional HR/Compensation Unit)
– through supervisors (queries of the type - “how does my salary
increase stack-up vis-à-vis my peers ?”)

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