The document discusses aligning job classification and merit increase systems. It provides examples of how to rate employee performance on factors like throughput, quality, and being a positive force. Automated systems are described for calculating employee scores, assigning them to performance groups, and determining appropriate merit increases, which are then used to calculate new wage rates. A master list of employees, jobs, rates, and ranges is presented as a useful tool for managing wages.
Global competition for talent, outsourcing labor, compliance legislation, remote workers, aging populations – these are just a few of the daunting challenges faced by HR organizations today.
Yet the most commonly monitored workforce metrics do very little to deliver true insight into these topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions. By graduating from metrics to analytics, HR professionals and leaders can better understand the contributing factors that are impacting their organization, and take the right actions to implement programs that will provide a true competitive advantage.
Employee Attrition Analysis
A leading organization would like to know why its best and most experienced employees are leaving early. Based on the previous data, classification was done to predict the employees who could leave early.
Actionable results to enhance Employee satisfaction score analysis via TableauShruti Nigam (CWM, AFP)
Use Tableau for following Analysis:
The management of this organization is concerned about their employees’
satisfaction index and has been constantly measuring the same. They somehow feel
that improving the satisfaction scores shall ensure longevity of their employees
preventing unhealthy attrition.
• Analyze this dataset by finding the key drivers for employee satisfaction scores.
In this report we reveal the state of engagement in the world today. We will discuss how different contexts, from the macro- to the microlevel,can effect employee engagement.
Global competition for talent, outsourcing labor, compliance legislation, remote workers, aging populations – these are just a few of the daunting challenges faced by HR organizations today.
Yet the most commonly monitored workforce metrics do very little to deliver true insight into these topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions. By graduating from metrics to analytics, HR professionals and leaders can better understand the contributing factors that are impacting their organization, and take the right actions to implement programs that will provide a true competitive advantage.
Employee Attrition Analysis
A leading organization would like to know why its best and most experienced employees are leaving early. Based on the previous data, classification was done to predict the employees who could leave early.
Actionable results to enhance Employee satisfaction score analysis via TableauShruti Nigam (CWM, AFP)
Use Tableau for following Analysis:
The management of this organization is concerned about their employees’
satisfaction index and has been constantly measuring the same. They somehow feel
that improving the satisfaction scores shall ensure longevity of their employees
preventing unhealthy attrition.
• Analyze this dataset by finding the key drivers for employee satisfaction scores.
In this report we reveal the state of engagement in the world today. We will discuss how different contexts, from the macro- to the microlevel,can effect employee engagement.
In these full-employment times, managers are rightly focused on
reducing staff turnover. But most don’t realize that Staff Turnover
has a BIG brother, another talent-related challenge that could be
up to 2.5 times greater. It is the volume of unproductive time
resulting from internal collaboration overload and too many
ineffective or unnecessary internal meetings.
For the last dozen years, the Society for Human Resource Management (SHRM) has been surveying employees from organizations of all sizes to identify the top five factors which contribute most to their job satisfaction. In its 2014 Employee Job Satisfaction and Engagement Survey, 60 percent of respondents identified compensation as "very important" to their job satisfaction.
Strenghtening the link between pay and performancePayScale, Inc.
More companies than ever are moving to a performance based compensation model. However implementing a pay-for-performance program is not an easy thing to get off the ground.
The 2014/2015 HRM Recruit – Employee Engagement Report brings insight into the primary engagement drivers of over 13,000 professionals in Ireland across 12 functional areas. In the report we look at and weight the factors that have most impact and highlight those, that for some functions, do not give the engagement advantage one might expect.
Everyone knows that unmotivated employees create problems
in the workplace. But what’s worse is having people who are
motivated – but cannot turn their enthusiasm into action. An employee effectiveness survey
is truly effective when it also addresses the factors that stop
your staff from performing to the best of their ability.
In-house vs. Outsourced Payroll Processing: Separating Fact from FictionAdrian Boucek
By linking payroll, HR, talent, benefits and time & labor management, an integrated HCM solution can deliver all the perceived benefits of in-house processing with significant added advantages — including superior economies of scale, improved visibility, real-time processing, world-class security and protection against compliance risk.
Outcome over Hours - The shifting focus of employee performance Kelly Services
The 2013 Kelly Global Workforce Index supports the notion that most employees are not satisfied with the level of remuneration they receive from employers. Respondents were asked to what degree the pay or compensation they received for their work was equitable. Globally, only 38 percent believe they are paid a fair amount for their work.
Managing the Next Generation of Compensation StrategiesBhupesh Chaurasia
Compensation practices are starting to go through a major transformation. To survive major shifts in pay philosophy and practice, companies must be proactive in preparing for them. This may require significant adjustments in how companies plan for, monitor, and communicate compensation decisions in general. Here is a peek into four lessons learned so far.
In these full-employment times, managers are rightly focused on
reducing staff turnover. But most don’t realize that Staff Turnover
has a BIG brother, another talent-related challenge that could be
up to 2.5 times greater. It is the volume of unproductive time
resulting from internal collaboration overload and too many
ineffective or unnecessary internal meetings.
For the last dozen years, the Society for Human Resource Management (SHRM) has been surveying employees from organizations of all sizes to identify the top five factors which contribute most to their job satisfaction. In its 2014 Employee Job Satisfaction and Engagement Survey, 60 percent of respondents identified compensation as "very important" to their job satisfaction.
Strenghtening the link between pay and performancePayScale, Inc.
More companies than ever are moving to a performance based compensation model. However implementing a pay-for-performance program is not an easy thing to get off the ground.
The 2014/2015 HRM Recruit – Employee Engagement Report brings insight into the primary engagement drivers of over 13,000 professionals in Ireland across 12 functional areas. In the report we look at and weight the factors that have most impact and highlight those, that for some functions, do not give the engagement advantage one might expect.
Everyone knows that unmotivated employees create problems
in the workplace. But what’s worse is having people who are
motivated – but cannot turn their enthusiasm into action. An employee effectiveness survey
is truly effective when it also addresses the factors that stop
your staff from performing to the best of their ability.
In-house vs. Outsourced Payroll Processing: Separating Fact from FictionAdrian Boucek
By linking payroll, HR, talent, benefits and time & labor management, an integrated HCM solution can deliver all the perceived benefits of in-house processing with significant added advantages — including superior economies of scale, improved visibility, real-time processing, world-class security and protection against compliance risk.
Outcome over Hours - The shifting focus of employee performance Kelly Services
The 2013 Kelly Global Workforce Index supports the notion that most employees are not satisfied with the level of remuneration they receive from employers. Respondents were asked to what degree the pay or compensation they received for their work was equitable. Globally, only 38 percent believe they are paid a fair amount for their work.
Managing the Next Generation of Compensation StrategiesBhupesh Chaurasia
Compensation practices are starting to go through a major transformation. To survive major shifts in pay philosophy and practice, companies must be proactive in preparing for them. This may require significant adjustments in how companies plan for, monitor, and communicate compensation decisions in general. Here is a peek into four lessons learned so far.
Why Competitive Pay Matters
Achieving maximum business performance requires you to have the right people in the right roles. Your value proposition should help you attract the best people and then reinforce the performance you need from them. Having a compensation strategy that is a competitive advantage is essential to achieving both those objectives. But how do you achieve that? What exactly does it mean to have a competitive value proposition and what should it include? If you want to win the talent wars and turn your pay strategy into a key growth driver for your business, you won’t want to miss this broadcast.
HR Professional should be able to establish a Market – Competitive Pay structure. No doubt, SMEs and startups cannot compete with more giant corporations when it comes to offering glamorous salary packages and benefits. Make sure you provide a competitive salary and contribute as many benefits to your team as possible, such as health insurance, life insurance, retirement plans, extra.
Hiring for success — what makes the difference? Why are so many organisations...Steven Jagger
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Webinar-What’s Next for Performance-Related Pay?.pdfPayScale, Inc.
Join Payscale’s Chief Product Evangelist, Ruth Thomas and Director of Social Impact, Vicky Peakman as they discuss the concept of pay for performance and what that can look like for your organization.
Webinar - Are You Ready for Compensation Planning Season?PayScale, Inc.
Join Chief People Officer, Lexi Clarke and Senior Director of Product Marketing, Brooke Grimes as they share key insights and tips for ensuring a smooth year end compensation planning process.
In this report, Blessing White reviews key findings from our 2008 State of Employee Engagement global research and share strategies for delivering on the promises of employee engagement (employee retention strategy, employee motivation strategy).
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Join Payscale’s Lexi Clarke, Chief Human Resources Officer as she discusses how to rethink and build a better compensation strategy that works for your organization.
Webinar - How to Prepare for a Pay Equity Analysis Series Ep 3: Take ActionPayScale, Inc.
Join our bench of pay equity experts as they walk through the critical steps involved in tackling your pay equity issues and communicating your findings.
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define existing problems
Provide solutions to problems
Construct or create new procedures or systems
Explain new phenomenon
Generate new knowledge
…or a combination of any of the above!
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13. The preceding slide (Core Worker Rating
& Merit Increase system) has a section
which automatically calculates the new
wage rate
The following slide is then automatically
generated and is very helpful in verifying
that the outcome is fair to individuals and
fair to the organization … and strongly
aligned with the objectives of a
Performance Organization
17. Objectives of Job Classification
1. Objectively determine value of each job
2. Group jobs in a way that optimizes flexibility,
costs, and employee retention
3. Provide graphics that clearly communicate the
system and wage analysis process
4. Develop charts and matrices that facilitate creation
of Wage Administration Rules and Guidelines
5. Use Wage Ranges & Occupational Rates (Incentive
Baselines) in a way that produces the best overall
outcome
18. Wage Administration Rules & Guidelines
1.
2.
3.
4.
5.
6.
Red Circled Employees (above Upper Limit) can receive up to an average
increase if performance is in top 1/3 of occupation
Red circle employees can receive Cost of Living increase if performance is
in middle 1/3 of occupation
Employees below Lower Limit and on the job for over 1 year can receive
raises up to COL if performance is in lower 1/3 of occupation & above
100% for Direct Incentive
Annual raises for Jobs with purely objective performance criteria can be
apportioned into thirds with different wage increase percents for each
group: 6% 3% 0% for example
Occupational Wage Rates (incentive base rates) will be linked to the Lower
Level of the wage range and adjusted annually along with Cost of Living.
Over time, an outcome of the process will be that employees are below the
upper limit of their job and that there will be a strong correlation between
Pay &Performance