The document outlines a model for managing career and reward progression. It includes defining role profiles, induction methods, creating an implementation plan for sites lacking structures, and annually reviewing structures to ensure competitiveness, effectiveness, and affordability. It also includes creating a pay band structure reflecting progression steps from role profiles and a reward strategy to manage incremental pay increases. Examples are given of advisor career journeys in operations and support areas, showing potential progression paths and pay levels.
MBA HR with nearly 10 years of experience in managing HR functions including Recruitment, Talent Acquisition, Performance Management, Training & Development, Employee Engagement & Welfare, HR Policies & Systems and Organisation Development.
MBA HR with nearly 10 years of experience in managing HR functions including Recruitment, Talent Acquisition, Performance Management, Training & Development, Employee Engagement & Welfare, HR Policies & Systems and Organisation Development.
Recruitment - How to recruit and select new employees - A pragmatic Manual fo...Anne Van de Catsye
This Guide helps you to use the tools & templates of the Recruitment & Selection Toolkit. It describes how to determine the appropriate search approach, how to respond to candidates, conduct your selection interviews and manage negotiations with the best matching candidate.
Template for new employee induction program - Suitable for all kinds of organ...Anand Mehta
This is an Induction Program Template that is suitable for all kinds of organizations. It allows for customization based on the scale and primary functions within most organizations
We invite current PayScale customers to join us for a special 30-minute webinar tour of PayScale Insight Expert that will show you how much you can grow with Insight Expert professional services.
Recruitment - How to recruit and select new employees - A pragmatic Manual fo...Anne Van de Catsye
This Guide helps you to use the tools & templates of the Recruitment & Selection Toolkit. It describes how to determine the appropriate search approach, how to respond to candidates, conduct your selection interviews and manage negotiations with the best matching candidate.
Template for new employee induction program - Suitable for all kinds of organ...Anand Mehta
This is an Induction Program Template that is suitable for all kinds of organizations. It allows for customization based on the scale and primary functions within most organizations
We invite current PayScale customers to join us for a special 30-minute webinar tour of PayScale Insight Expert that will show you how much you can grow with Insight Expert professional services.
Latest updated 2019 version of board corporate profile to meet the need the of the business and corporate domain & consultancy. It highlights the expert modeling capacity of Mr. Farooq Omar
Directions Align each of the following HR practices with its most a.pdfsajeef007
Directions: Align each of the following HR practices with its most appropriate business strategy.
Place each strategy under the business strategy column that is the most appropriate for helping a
business attain its stated strategy.
Staffing practices
Regionally focused recruitment
Hire process-focused candidates
Hire the best & brightest
Nationally-focused recruiting
Locally-focused recruitment
Hire service and quality-focused candidates
Training practices
Efficiency-focused training content
Innovation-focused training content
Service-focused training content
Lengthy and detailed training programs (hint: this practice could apply to multiple business
strategies)
Short and simple training programs
Performance Management practices
Use of Results-based performance evaluation
Use of Attitude-based performance evaluation
Use of Comparative performance evaluation
Job Design practices
Jobs designed for efficiency
Jobs designed for complexity (use of checklists and reference materials)
Jobs designed for motivation
Compensation practices
Below market rewards
Above market rewards
At market rewards
Apple Inc.
Walmart Stores
Ritz-Carlton Hotel
Best / Most Innovative ProductStrategy
Best Price Strategy
Best Service Strategy
Staffing Practices
Why do these practices fit here?
Training Practices
Why do these practices fit here?
Performance Evaluation Practices
Why do these practices fit here?
Job Design Practices
Why do these practices fit here?
Compensation Practices
At market rewards
Below market rewards
Above market rewards
Why do these practices fit here?
Apple Inc.
Walmart Stores
Ritz-Carlton Hotel
Best / Most Innovative ProductStrategy
Best Price Strategy
Best Service Strategy
Staffing Practices
Why do these practices fit here?
Training Practices
Why do these practices fit here?
Performance Evaluation Practices
Why do these practices fit here?
Job Design Practices
Why do these practices fit here?
Compensation Practices
At market rewards
Below market rewards
Above market rewards
Why do these practices fit here?.
Understanding the Next Product Job Up (and Getting Promoted)Rich Mironov
ProductCamp London, 8Feb2014: a talk/discussion about how larger companies tier their product mgmt roles (individual contributor PM, director, VP), ideas about what they each to, and conversation about deciding if you want that promotion.how to signal that you do.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Similar to Creating a cohesive career progression model (20)
A hopefully humerous few slides to add to your appraisal training to answer the argument that "people just want to do their job, not develop"
A tool that allows the departmental objectives to be assessed against the organisations strategic objectives (or values) to ensure the focus of the department is applied in a manner that best supports the organisation. Aids budget submissions and resource planning.
Engineering Talent Development Thru ProjectsRoy Mark
A method of ientifying and developing senior and/or junior engineers and managers through the completion of compressed projects using the SCRUM methodology
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
2. Managing Career & Reward Progression – The Model
Write Role
Profiles
Induction
methods
defined
Create an
Implementation
plan for sites
where
nothing exists
and to replace
legacy structures
Review annually to
ensure market
Competiveness;
effectiveness; and
affordability
Create pay
band structure
reflecting pay
progression
steps
from role profile
Create a reward
strategy/policy
to manage
incremental
pay progression
3. Managing Career & Reward Progression – Our Status
Write Role
Profiles
Induction
methods
defined
Create an
Implementation
plan for sites
where
nothing exists
and to replace
legacy structures
Review annually to
ensure market
Competiveness;
effectiveness; and
affordability
Create pay
band structure
reflecting pay
progression
steps
from role profile
Create a reward
strategy/policy
to manage
incremental
pay progression
? X X
?
X ?
X X
4. Example of Current Career and Reward Progression - Advisor
Journey
Advisor
£13,500
Average entry level
based on 37.5 hours
No consistent approach on; the roles use as a career step; the
training provided; or reward offered
5. Example of Career and Reward Progression - Advisor Journey
Advisor
£13,500
Based on 37.5 hours
An Advisor’s journey can develop either way – Operations or Support Areas
(other options also exist, eg, Admin; HRSS; MI; Quality; etc)
Fixed Term
Advisor
6. Role – 80% coaching
Advisor Career Path – Operations
Advisor
£13,500
Based on 37.5 hours
Floor
Walker
£15,500
Band 7
Grad
Bay
Coach
£16,000
Band 7
Business
Trainer
Entry level
£18,000
Band 6
Deputy Team
Leader
Post MAP
Entry Level
£18,000
Band 6
Team Leader
Entry level
£19,500
Band 6
Management
Development
Programme
Phase 1
Uplift paid only when
undertaking this role
BAU Role
MAP Training
Delivered
Fixed Term
Advisor
7. Advisor Development - Support Areas
Advisor
£13,500
Based on 37.5 hours
Incremental increases in-line with Career Framework bandings
Band 6
SD6
Band 5
SD5
Band 4
SD4
Band 7
SC6
Band 6
SC6
Band 5
SC6
Band 6
SD6
Band 5
SD5
Band 4
SD4
Development follows PDR Process and evidence of skills
Fixed Term
Advisor