You are the new HR Manager for Company X, reporting to the General Manager (GM) of...
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You are the new HR Manager for Company X, reporting to the General Manager (GM) of the company. When you examined the current Compensation & Benefits (C&B) structure of your new company, you found out that: • There are different pay approaches in place in different parts of the company - each implemented by the predecessors in the past • The pay structure in each part of the company is different, with different policies, rules and practices in place •Job description not updated and not easy to understand how we could align compensation, and why. Some of the job titles seems too big when compared with the responsibilities, and similar levels of job in different departments could not aligned on the same level. • When you look into some of the pay records, you identified some pay gaps in similar positions • From the latest employee survey, staff were unhappy with the current situation of pay. The majority of them responded that the pay is way too low when compared with the competitors, and some new inexperienced staff salary is much higher than those who worked for a couple of years. • When you talked to some of your colleagues, they commented that the current pay approach is likely to give you difficulties going forward. Some examples they quoted - The staff who got in touch with the GM could possibly negotiated the best increment. - Some staff could bargain their pay, increment or bonus that are more generous than others of a similar level. - Seems the current pay structure is not linked with the business performance After some understanding with the situation, you met with the GM: + • The GM realized people tends to negotiate pay with him, and he is so busy on the business so he could not look into the details - he used to make quick decisions and sometimes back down with the demands. •The GM agreed the management need to take control of its pay and reward policies to ensure there is consistency in how people are rewarded to the business performance. • Ideally, the GM would like to change the current pay policies. He will be very supportive to listen to your advice. What he would like to achieve is the followings - Reflect fairness - Drive individual performance - Reduce pay anomalies gradually - Support culture to drive business -Enable internal mobility - so staff could be able to get transfer to other department and learn new things - Ensure competitive pay in the market After the dialog, you know you need to make some fundamental changes Case Questions Please elaborate your answers and cover all the questions below with around 1,500-2,000 words in total; Please use point forms, you could use diagram and other means to illustrate if needed. Question 1 (20 marks) What appear to be the problems of Company X in term of Compensation and Benefits? Could you point out FOUR major C&B key topics which covered in the classes that could be the current problem areas, and why. Question 2 (20 marks each topic, total 80 marks) For each of FOUR major C&B key topics identified above, please make recommendation on which methodologies / tools discussed in the class should be taken to minimise, solve or remove the problems. Please cover the followings. • Proposed methodologies /tools (5 marks) • The definition of the methodologies / tools (5 marks) . The reasons behind your proposed methodologies/ tools (5 marks) • The action plan for implementation of the solution (5 marks) You are the new HR Manager for Company X, reporting to the General Manager (GM) of the company. When you examined the current Compensation & Benefits (C&B) structure of your new company, you found out that: • There are different pay approaches in place in different parts of the company - each implemented by the predecessors in the past • The pay structure in each part of the company is different, with different policies, rules and practices in place •Job description not updated and not easy to understand how we could align compensation, and why. Some of the job titles seems too big when compared with the responsibilities, and similar levels of job in different departments could not aligned on the same level. • When you look into some of the pay records, you identified some pay gaps in similar positions • From the latest employee survey, staff were unhappy with the current situation of pay. The majority of them responded that the pay is way too low when compared with the competitors, and some new inexperienced staff salary is much higher than those who worked for a couple of years. • When you talked to some of your colleagues, they commented that the current pay approach is likely to give you difficulties going forward. Some examples they quoted - The staff who got in touch with the GM could possibly negotiated the best increment. - Some staff could bargain their pay, increment or bonus that are more generous than others of a similar level. - Seems the current pay structure is not linked with the business performance After some understanding with the situation, you met with the GM: + • The GM realized people tends to negotiate pay with him, and he is so busy on the You are the new HR Manager for Company X, reporting to the General Manager (GM) of the company. When you examined the current Compensation & Benefits (C&B) structure of your new company, you found out that: • There are different pay approaches in place in different parts of the company - each implemented by the predecessors in the past • The pay structure in each part of the company is different, with different policies, rules and practices in place •Job description not updated and not easy to understand how we could align compensation, and why. Some of the job titles seems too big when compared with the responsibilities, and similar levels of job in different departments could not aligned on the same level. • When you look into some of the pay records, you identified some pay gaps in similar positions • From the latest employee survey, staff were unhappy with the current situation of pay. The majority of them responded that the pay is way too low when compared with the competitors, and some new inexperienced staff salary is much higher than those who worked for a couple of years. • When you talked to some of your colleagues, they commented that the current pay approach is likely to give you difficulties going forward. Some examples they quoted - The staff who got in touch with the GM could possibly negotiated the best increment. - Some staff could bargain their pay, increment or bonus that are more generous than others of a similar level. - Seems the current pay structure is not linked with the business performance After some understanding with the situation, you met with the GM: + • The GM realized people tends to negotiate pay with him, and he is so busy on the business so he could not look into the details - he used to make quick decisions and sometimes back down with the demands. •The GM agreed the management need to take control of its pay and reward policies to ensure there is consistency in how people are rewarded to the business performance. • Ideally, the GM would like to change the current pay policies. He will be very supportive to listen to your advice. What he would like to achieve is the followings - Reflect fairness - Drive individual performance - Reduce pay anomalies gradually - Support culture to drive business -Enable internal mobility - so staff could be able to get transfer to other department and learn new things - Ensure competitive pay in the market After the dialog, you know you need to make some fundamental changes Case Questions Please elaborate your answers and cover all the questions below with around 1,500-2,000 words in total; Please use point forms, you could use diagram and other means to illustrate if needed. Question 1 (20 marks) What appear to be the problems of Company X in term of Compensation and Benefits? Could you point out FOUR major C&B key topics which covered in the classes that could be the current problem areas, and why. Question 2 (20 marks each topic, total 80 marks) For each of FOUR major C&B key topics identified above, please make recommendation on which methodologies / tools discussed in the class should be taken to minimise, solve or remove the problems. Please cover the followings. • Proposed methodologies /tools (5 marks) • The definition of the methodologies / tools (5 marks) . The reasons behind your proposed methodologies/ tools (5 marks) • The action plan for implementation of the solution (5 marks) business so he could not look into the details - he used to make quick decisions and sometimes back down with the demands. •The GM agreed the management need to take control of its pay and reward policies to ensure there is consistency in how people are rewarded to the business performance. • Ideally, the GM would like to change the current pay policies. He will be very supportive to listen to your advice. What he would like to achieve is the followings - Reflect fairness - Drive individual performance - Reduce pay anomalies gradually - Support culture to drive business -Enable internal mobility - so staff could be able to get transfer to other department and learn new things - Ensure competitive pay in the market After the dialog, you know you need to make some fundamental changes Case Questions Please elaborate your answers and cover all the questions below with around 1,500-2,000 words in total; Please use point forms, you could use diagram and other means to illustrate if needed. Question 1 (20 marks) What appear to be the problems of Company X in term of Compensation and Benefits? Could you point out FOUR major C&B key topics which covered in the classes that could be the current problem areas, and why. Question 2 (20 marks each topic, total 80 marks) For each of FOUR major C&B key topics identified above, please make recommendation on which methodologies / tools discussed in the class should be taken to minimise, solve or remove the problems. Please cover the followings. • Proposed methodologies /tools (5 marks) • The definition of the methodologies / tools (5 marks) . The reasons behind your proposed methodologies/ tools (5 marks) • The action plan for implementation of the solution (5 marks)
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ANSWER Question 1 Problems of Company X in Compensation and Benefits 1 Lack of Consistency and Standardization Different pay approaches implemented by predecessors lead to inconsistency and confusion ... View the full answer
Related Book For
Income Tax Fundamentals 2013
ISBN: 9781285586618
31st Edition
Authors: Gerald E. Whittenburg, Martha Altus Buller, Steven L Gill
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