pran RFL

1. Welcome
To Our
Presentation
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2. Global Asset
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No Name ID Intake Section
1 Tasnim Alom 14153101258 37 6
2 Maliha Tarannum 14152101500 36 12
3 Md. Abdul Naym Joarder 14153101261 37 6
4 Jannat Tania 17182101188 45 5
5 Sibli Sakif 17182101192 45 5
6 Md.Sayad Khan 16173101067 43 2

3. Compensation
Pran RFL Company

4. Company Porfile
• Pran started its journey on 1981.
• RFL started its journey on 1992 .
• Founder of PRAN RFL Group in Major Gen. (Retd.) Amjad Khan
Chowdhury.
• Pran is the largest food & beverage company in Bangladesh.
• RFL is the market leader in cast iron, pvc & plastics.
• Pran has 30,000 employees.
• RFL has over 12,000.
• Combined revenue of BDT 123.2 billion (2012).
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5. COMPENSATION
Importance:
•Attracts top talent
•Increases employee motivation at the
workplace
•Boosts employee loyalty
•Increases productivity and profitability
•Improves job satisfaction and
employee engagement
•Helps in retaining top employee
Defination:
In simpler words, compensation
is the money received by an
employee from an employer as a
salary or wages.
Types of Compensation:
•Base pay (hourly or salary wages)
•Commissions
•Overtime Pay, shift differentials and
longevity pay
•Bonus
•Profit Sharing distributions
•Merit Pay or recognition
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6. Objectives
»To recruit & retain qualified employees.
»To increase or maintain morale.
»To determine basic wage & salary.
»To reward for job performance.
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7. Compensation System
Direct Compensation (PRAN)
•Salary
•Wage
•Savings
• Piece
•Rate
•Commission
Indirect Compensation (RFL)
•Life Insurance
•Pension
•Sick Leave
•Free Meals
•Vacation
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8. Components of Compensation System
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9. Compensation Planning Process
» Developing a Program Outline.
» Designing the Compensation Program.
» Conducting a Job Analysis of All Positions.
» Evaluating Jobs.
» Determining Grades.
» Establishing Grade Pricing and Salary Range
» Determining an Appropriate Salary Structure
» Communicating the Final Program to Employees and Managers
» Monitoring the Program
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10. Legal Issues in Compensation
Title VII of Civil Rights Act of 1964
 Protects workers rights to fair treatment.
 Equal Pay Act of 1963 – Requires equal
pay for equal work.
Comparable Worth
 Argues that standards of equal pay
for equal work should be replaced
with the doctrine of equal pay for
equal value.
 Objective, measurable data to
support an assessment of the value
of different jobs is lacking.
▪ There is no basis in current law
for the arguments of comparable
worth
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11. Legal Issues in Compensation (cont’d)
Fair Labor Standards Act of 1938
▪ Regulates the minimum wage
▪ Sets overtime policy (time and one-half after forty hours)
▪ Establishes exempt classes for managers and other
professional employees.
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12. Key Strategic Issues in Compensation
▪ Determining compensation relative to the market.
▪ Striking a balance between fixed and variable
compensation.
▪ Deciding whether or not to utilize team-based versus
individual pay.
▪ Creating the appropriate mix of financial and nonfinancial
compensation.
▪ Developing a cost-effective compensation program that
results in high performance.
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13. Findings
» Most of the products are low profit giving.
» Many products are still in the growth stage which require huge investment.
» Channel members’ profitability is so low.
» It costs a lot for promotional activities
» The administration division isn't dependable, so client dependability from the
organization is going down.
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14. Advantages and Disadvantages Compensation
Management
Advantages
•Ownership
•Tax-Rebate
•Retirement benefits
Disadvantages
•Dependency
•No Guarantee
•Lost Tax Revenue
•Less Stock Investment
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15. THANKS!
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