SKS is a conglomerate working for army welfare that has failed to achieve expected profits despite restructuring. The main problem is lack of proper employee management. Recommendations include: 1) Offering golden handshakes to underperformers after performance improvement period; 2) Using external training to upskill all employees as roles require decision making; 3) Establishing performance reviews and offering voluntary retirement packages to low performers while preventing lawsuits. A proposed solution is to notify underperformers, retrain or offer severance, reshuffle roles, and establish clear policies for fair termination packages to improve productivity.
The first of its kind, this seminar is held to provide participant with the knowledge and skills to effectively and objectively identify redundancies and determine the next course of actions involving voluntary or involuntary separation and ensuring it is in compliant with the Employment Practices.
Redundancy, Retrenchment and SeparationlegalPadmin
Speech by K.Somasundram, Assistant Secretary from MTUC, given in Labour Law Seminar held by Legal Plus Sdn. Bhd (www.legalplus.com.my) on Apr 10, 2015.
The first of its kind, this seminar is held to provide participants with the knowledge and skills to effectively manage the documentation and processes for employees with prolonged illness or employees with inability to work due to occupational hazards, leading to medical boarding out.
The first of its kind, this seminar is held to provide participants with the knowledge and skills necessary in devising tools and processes to manage probationary employees, in terms of their performance and job suitability. This seminar also emphasises on the necessary actions to be taken during the probationary period and determines the appropriate decision of either to confirm or extend or terminate the employment.
The first of its kind, this seminar is held to provide participants with the knowledge and skills to effectively identify common workplace misconduct i.e. minor or major misconduct. It will also share the best approach in undertaking appropriate disciplinary actions, ensuring its compliance with the Employment Practices.
The first of its kind, this seminar is held to provide participant with the knowledge and skills to effectively and objectively identify redundancies and determine the next course of actions involving voluntary or involuntary separation and ensuring it is in compliant with the Employment Practices.
Redundancy, Retrenchment and SeparationlegalPadmin
Speech by K.Somasundram, Assistant Secretary from MTUC, given in Labour Law Seminar held by Legal Plus Sdn. Bhd (www.legalplus.com.my) on Apr 10, 2015.
The first of its kind, this seminar is held to provide participants with the knowledge and skills to effectively manage the documentation and processes for employees with prolonged illness or employees with inability to work due to occupational hazards, leading to medical boarding out.
The first of its kind, this seminar is held to provide participants with the knowledge and skills necessary in devising tools and processes to manage probationary employees, in terms of their performance and job suitability. This seminar also emphasises on the necessary actions to be taken during the probationary period and determines the appropriate decision of either to confirm or extend or terminate the employment.
The first of its kind, this seminar is held to provide participants with the knowledge and skills to effectively identify common workplace misconduct i.e. minor or major misconduct. It will also share the best approach in undertaking appropriate disciplinary actions, ensuring its compliance with the Employment Practices.
The first of its kind, this seminar is held to provide participants with the knowledge and skills to effectively identify common workplace misconduct i.e. minor or major misconduct. It will also share the best approach in undertaking appropriate disciplinary actions, ensuring its compliance with the Employment Practices.
The first of its kind, this seminar is held to provide participants with information and knowledge regarding a constructive dismissal where employee resigns as a result of the employer creating a hostile work environment.
Voluntary Retirement Scheme, Benefits, Adavantage to employer & employee, Drawbacks, Technicalities, Case Study SAIL, SBI, Nokia, Effective Implementation of VRS.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
SMCR is expanding in 2018. HR and Compliance departments need to start the preparatory work to introduce the new rules. Whilst some things are yet to be finalised, given what we know, a lot of the work can be started.
The first of its kind, this seminar is held to provide participants with the knowledge and skills to effectively identify common workplace misconduct i.e. minor or major misconduct. It will also share the best approach in undertaking appropriate disciplinary actions, ensuring its compliance with the Employment Practices.
The first of its kind, this seminar is held to provide participants with information and knowledge regarding a constructive dismissal where employee resigns as a result of the employer creating a hostile work environment.
Voluntary Retirement Scheme, Benefits, Adavantage to employer & employee, Drawbacks, Technicalities, Case Study SAIL, SBI, Nokia, Effective Implementation of VRS.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
SMCR is expanding in 2018. HR and Compliance departments need to start the preparatory work to introduce the new rules. Whilst some things are yet to be finalised, given what we know, a lot of the work can be started.
There is a glut of competitive product on the market, and sales and the company stock price are down. Damien Diamond has ordered immediate cost cutting, with significant implications both for the company's bottom line and the lives of the employees currently on the payroll. Failure to proceed in accordance with the law could make Datascram's problems even worse.
Running head EMPLOYEES COMPENSATION AND BENEFITS PACKAGE .docxcharisellington63520
Running head: EMPLOYEES COMPENSATION AND BENEFITS PACKAGE 1
EMPLOYEES COMPENSATION AND BENEFITS PACKAGE 2
Employees’ Compensations and Benefits Package
Student’s name
Institution affiliation
Course
Date
Instructor’s name
Employees’ Compensations and Benefits Package
Introduction
In a project, Project charter involves the statement of objective. The statement states projects goal, role, and responsibility. Moreover, it identifies projects key stakeholders, and levels of authority for a project manager (Caruth and Handlogten, 2001). For these reasons, it provides a blueprint for future such projects in an organization, and considered essential in any business management system. It is a short but detailed document, which contains request for a proposal. Consequently, the charter is an important document for any project management process. In order to carry out any project, initiatives such as Customer Relationship Management (CRM) and Policy Dialogue take possession of the document.
Project Charter
Situation Analysis
As the head of human resource, my company wants to overhaul compensations and benefits package employees’ are recently receiving. By revamping the system, it will make employees’ become more productive and efficiently fit in the current working conditions. Currently, the company lacks employees’ direct compensations’ and the total compensation package is below the national standard outlined in the labor act. The recently formed, staff bonus plan, which rewards and recognizes outstanding performance is not enough to motivate the company’s workforce. After completion of the project, each individual department through the ad and hoc approach will oversee implementation of related aspects in their particular departments.
A significant reward and compensation system will no doubt take into account various gratitude opportunities, which include employees’ recognition in entire organizational level for good performance, and expanding annual winners circle. Furthermore, the system will be instrumental for it will include an array of quality performances and enhance employees’ morale in line with the company’s mission and vision statements (Griffin and Moorehead, 2012).
Purpose statement
To construct and design a project charter that will help the company in revamping employees’ compensation and benefit package. The new package should have the ability to recognize the efforts and dedications of the company’s staff in a way, which supports it values, mission, and priorities.
Goals:
· Create a compensation and benefit plan that is sustainable, consistence, and visible applied across the company and connects staff in a way that:
· Motivates high individual productivity levels,
· Exacerbates the quality of work,
· Supports an inclusive and a positive working environment, and
· Reinforces work efficiency.
· The plan will incorporate employees’ feedback, which will p.
Total rewards is a concept that describes all the tools available to an employer that may be used to attract, motivate, retains and engages the employee.
Total rewards may also refer to the function or department within HR that handles compensation and benefits, or the combined intrinsic and extrinsic rewards (or value) that an employee perceives.
The following assignment gives the Staffing p.docxoreo10
The following assignment gives the “Staffing plan for a small, in-home day care”. The scenario has given the description of the situation and the provincial state of the operation for the “In-home day care” has asked the staffing plan for the start up, so as to approve the further approvals.Part 1: Staffing models
The two types of staffing model that could be applied to the above mentioned scenario are:
· 4-stage Staffing process
· Strategic staffing - a new approach, overcoming the traditional approach
a. 4-stage Staffing process
The four stage model of Staff planning is based on the sequential hiring, screening, selecting and offering a job to the potential candidates. This model can potentially be implementable for this scenario, as this model is suitable for hiring different candidature posts individuals, which is required in the scenario in the form of Certified Day Care or Registered Nursing Professionals, or office support or after school assistants. The description of the models is as follows:
Stage 1- Prospecting: a join interactive discussion with the organization and the potential job applicant.
Stage 2 – Recruitment: Finding the suitable match of the various Day-care, nurse and supporting professional related applicants with the requirements. The Staffing personnel of the company must provide the candidates the various benefits related to the job.
Stage 3 – Selection: This is an evaluative stage, where the assessment of potential candidates is calculated and an evaluative matrix is constructed.
Stage 4 – Offering the employment: This stage has involves the final decision making process and final employment is offered. The final match is eventually is selected.
Suitability of the model: The model, although offers a good framework, however, for the current scenario, it seems a generic framework. The model needs to be more specialized in staffing plan of the growing business, especially for the businesses which are not so popular, for example business like Day care and issues like hiring the suitable professionals.
b. Strategic staffing - a new approach, overcoming the traditional approach
The “Strategic staffing” is a new approach for the staff planning and challenges the traditional approach. The following framework describes this model (Bechet, not defined):
a) First the capabilities (Types) and staffing level (number) of the employees, who will have the different roles in future to make the business objective of Day Care a success. This is the demand side of the staffing plan.
b) Identify the current level of requirements in terms of resources, that is human personnel and the capabilities that is the roles and responsibilities for the Day care business.
c) Projection of “supply pool of the talents”, depending of the business requirements in the near future. This may need a quantitative analysis of the talent and the personnel need.
a. The parameters considered here are turnover effect factoring, retiring plans or planned m ...
Employers conduct compensation self-audits for a variety of reasons, ranging from obligations as a federal contractor to a desire for a deeper understanding of their compensation practices. Compensation self-audits are also frequently found as part of an employer’s risk management plan; self-audits allow an employer to identify potential problem areas and assess the extent of exposure in the event of compensation litigation.
The expansion strategy of Human Resource Department wound consist a major change from current divisional (geographic) structure to matrix based organizational structure with dual reporting to territory mangers and functional managers and an increase in the size of the workforce to about 5 times its current size which is 510, to about 2500.
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
A study on reward and recognition program 2016Anand Yogesh
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
An airline claims that 65 of its flights depart on time. A sample.docxgalerussel59292
An airline claims that 65% of its flights depart on time. A sample of 100 flights was examined and it was determined that 63% left on time. If the goal is to test whether less than 65% of the flights depart on time, what is the value of the critical test statistic at the 5% level of significance?
a. t = -1.645
b. t = -1.96
c. z = -1.645
d. z = -1.96
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Governance in the Spotlight: What the
Sarbanes-Oxley Act Means for You
F
ollowing a wave of high-profile corporate business and
governance scandals, Congress passed the Public
Company Accounting Reform & Investor Protection Act
of 2002 (Public Law 107-240), better known as the Sarbanes-
Oxley Act. This legislation contains the most sweeping and
comprehensive set of public-company
governance, financial and accounting
reforms enacted in more than 30 years.
The Sarbanes-Oxley Act, intended to
protect investors and renew public trust in
corporations and their boards, set the stage
for even broader reforms promulgated by
the stock exchanges and other business
and investor protection groups.
These emerging requirements and
standards are widely perceived as
governance "best practices" for both for-
profit and not-for-profit organizations
alike. Attorneys, consultants and
governance experts agree that it is only a
matter of time before the Sarbanes
legislation and the rules and regulations
designed to implement it. will be broadly
applied to not-for-profit governance and
used as the yardstick against which board
performance and accountability are
measured.
S a r b a n e s a t a G l a n c e
While the Sarbanes-Oxley Act leaves
many questions unanswered and allows
federal agencies broad discretion in
enforcing its requirements with publicly-
held companies, the following provisions
are applicable to nonprofit organizations:
• The role of independent directors and
their representation on audit and other key
board committees
• Executive compensation and loan
arrangements
• New disclosure requirements for
changes affecting the company's financial
status and the adequacy of company
financial statements and controls
• Detailed codes of ethics, business
conduct and comprehensive conflict-of-
interest policies.
Each of these areas is discussed in
more detail below.
Independent directors. Independent
directors arc the linchpin of many of the
public-company reforms. To be
considered "independent." directors must
be tree of relationships with the
company/organization or its management
that might influence their decisions.
Relationships affecting director
independence include employment,
vendor, or consulting arrangements, as
well as indirect links through family,
business or charitable organizations in
which the board member may hold an
officer or director posi.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Getting started with Amazon Bedrock Studio and Control Tower
Corporiddlerz 1st round the boring team
1. Case overview:
Sena Kalyan Sangstha (SKS) is a one of a kind conglomerate that has been working for the welfare
of ex-servicemen and their dependents since its inception. With a vision to serve entire community
of army personnel and their dependents through profits generated from commercial ventures and
a mission to produce top of the line consumer products for customer to ensure return of investments
for beneficiaries at the same time contributing to a plethora of welfare activities is what SKS stands
for. Although its inception began with a tall structure, in 2015, through calling an external
consultant firm, SKS restructured themselves into a flat organization in order to maximize profit,
distributed workload and to create a more fluid flow of command.
Despite having a distributed organogram, dedicated departments and fundamental restructuring
SKS has failed to acquire the expected results in terms of roi and profit. Both SKS and the
consultant firm believe that the issue lies elsewhere.
Core Issues:
1. Handling the poor performing manpower
2. Lack of performance evaluation system
3. Employee recruitment and training process
Problem Identification:
The main problem that has been primarily playing a role in the downturn of SKS is the absence of
proper employee management at the key point of the organization.
Alternatives, recommendations and justification:
1) Segregating the underperforming employees with a golden handshake or keeping
them:
2. Recommendation: As they will not add to the profitability of the company, offering golden
handshakes to underperforming employees after giving them a short period time for
improvement would be the best course of action.
2) Initiating in house training for various staff levels or bringing in external trainers:
Recommendation: In a flat-structured organization, all of the employees play a vital role in
decision making. So it requires the employees to be skillful. SKS should opt for external
training facilities since their employees lack the skill or mental energy to organize in house
training as same time ensuring no momentum loss in business operations.
3) Placing strategies and policies beforehand to avoid any and all potential lawsuits
regarding the golden handshake
Recommendations: The management should be upfront yet human in their approach, care
should be taken so that employees chose the golden handshake voluntarily also including an
NDA clause should be added to avoid future ramifications.
4) Implementing an employee evaluation system or sticking to old system
Recommendation: SKS should adapt an employee evaluation system as soon as possible
before opting for any structural and human resource change. Instead of old annual review
system, most modern day companies are going for instant feedback system. The problem with
annual review is that it makes people accountable for past behaviors and less competitive. On
the other hand, in the instant feedback system, supervisors are giving people instant feedback,
trying to make individuals’ own goals and handling out small weekly bonuses to employees
they saw doing good things. SKS should adapt instant feedback system to get the best out of
its’ employees.
5) Bringing change to the hiring policies or keeping the old hiring process in place
Recommendations: Some changes are required in the hiring policies of HR like addition of
an external advisor free from military influence to the recruitment panel for more transparent
recruitment. Even going as far as training recruits before hiring them.
3. Proposed solution and policy making:
While SKS has always valued the welfare of citizens both from external and internal
perspective some rigorous changes are in demand in order match the mercurial flow of business
trends and emerging competitors to bring in profits. Although laying off shouldn’t be the first
choice of any company as it comes with both direct and indirect cost but if no other alternatives
fit the solution it is way to go.
The time has come for SKS to adapt a voluntary retirement scheme (VRS) aka the golden
handshake to shed out underperforming employees so that those positions could be filled by
their skilled and experienced counterpart’s.
Before moving forward with the layoff procedure, the first and foremost step would be
establishment of a proper evaluation system within the company. Personal KPI’s should be set
to each and every employee evaluated on periodic manner to judge their performances. This
will pave the wave to segregate the underperforming employees from the rest.
The second step would be to notify each ‘underperforming employee’ with an ‘at risk’ email
from HR with new KPI’s as well as a definite time limit so that they can improve their
performance and gain necessary skills as well as giving them the opportunity to look for jobs
elsewhere.
The third step would be to reshuffle the workforce based of performance and skillset so that
employees at positions where when are most productive.
If all else fails the last step would be to adopt a golden handshake process:
GODLEN HANDSHAKE POLICY
1. Each and every employee to be laid off must be notified with full detailed reason at least
30 days beforehand as set forth by section 19.1 of Employment of Labor Act,2006.
Employees would be paid in full from the day notification to his termination for his work.
2. No worker, who is a member of any Provident Fund, shall be deprived due, to
retrenchment, dismissal, discharge or termination of service, of the benefit of the Provident
4. Fund including the employer's contribution thereto, if he is entitled to it under the rules of
that Fund. (Section20)
3. Every worker (other than a casual worker) shall be entitled to a certificate of service at the
time of his retrenchment, discharge, dismissal, retirement or termination of service.
(Section 21)
4. Termination of any employee would not be based on reasons related to age, ancestry, color,
family status, gender, marital status, mental disability, physical disability, place of origin,
race, religious belief or sexual orientation.
5. Laid off employees as defined by the Labor act, means the failure, refusal or inability of
an employer on account of shortage of coal, power or raw material or the accumulation of
stock or the break-down of machinery or for any other reason, to give employment to a
worker whose name is borne on the muster rolls of his shop, commercial establishment or
industrial establishment, would be eligible to apply to post which may open up in the future,
however, this doesn’t provide any assurance of interview or job offering.
6. Each laid off employee would be entitled to golden handshake packages which would
include severance and benefit package according to the class they fall in, as well as
accrued vacation and outplacement fees.
7. Each and every laid off employee must sign an NDA and release form to enjoy the
benefits of the golden handshake. This will prevent further lawsuits about the process.
8. The compensation money would be equal to (3 months of salary*number working years
)+(1 month of salary*years left before contract expiry).
Handling lawsuits and humanitarian issues:
Although the aforementioned policy will help SKS conduct a smooth laying off process as well as
exempting them from any potential lawsuit, but we must not forget that we are dealing with human
beings and their emotions should be considered when delivering the news. Immediate managers
should delegate the new to them personally and be as transparent as they can to shed light of the
reason of termination. All laying off procedure must be done on the same day so as to avoid panic.
Employees should be requested to not to inform their peers until their termination has been
declared officially. After the layoffs, the surviving employees may also panic about their job
5. security. We have to ensure them that the decision was for the company’s overall good and they
can work like before and the company values their contribution.
Further recommendations:
Creation of a business intelligence team: The BI will analyze and take key decisions before
going into new ventures and creating new verticals for the company. They will also supervise the
employees and give feedback.
Creating leaders at staff level: While staffs were trained to follow order instead of thinking in
army. So creation of ground level leaders would be the best course of action to generate innovation
and creativity.
Shedding out surplus work force in case of venture closure and integrating them to other
ventures: Surplus workforce should be let go with opportunities to apply to opened position in
other ventures of the company that matches their skillsets.
Conclusion:
In our proposed solution, the existing poor performing workforce will either go through extensive
training to develop skillsets or be offered with a reasonable golden handshake. The process will be
flexible for both parties and will eliminate potential only the best candidates will be selected. The
performance evaluation system will monitor their activities and give instant feedbacks to increase
their productivity. By following the steps we proposed, we believe that SKS will reach their desired
goals.