Industrial Project of Compensetation Management

One of the main constituent of a successful organization in todays dynamic business environment is how well it handles its compensation
system. The more an organization cater to the needs of its employees as per their requirement and keeps them satisfied, the better they will deliver for their organization. It is said that a satisfied person performs better and put in more efforts than a dejected and unsatisfied person. This is what compensation management all about. It is how well you master the art of compensation management, which makes the difference between the good company and the best company. This project deals with our research and analysis conducted on the backdrop of company with respect of its compensation structure and policies .We have also covered in brief the performance evaluation methods adopted by productivity. in order to reward its workforce and judge their
We have also given reward for performance plan for 3 different positions at that can be implemented by the organization. We have presented the best possible information, which we acquired, through different sources in a n ordered way, which would help the readers to get the insight about the company and its compensation management procedures.
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We would like to thank many people who helped

me significantly to make this industrial project. We would like to thank all the members of the office who helped me in spite of their stringent professional rules of not disclosing their compensation related matters to outsiders. Though most of the staff at was not cooperative yet we would like to thank Mr.Anurag Bhasin for providing us with valuable information about the organization. Compensation management is not as attractive a subject as Advertising or Accounting, but we would certainly like to thank our Compensation Management lecturer Mrs. Shveta Kapur for making such an uninteresting subject, an interesting one. Her lectures were very interactive and stimulation one, and though she might feel that we were a dumb class but, we know that we learned a lot from her which has helped us considerably in accomplishing this industrial project, Mrs. Kapur we all are indebted to you. Last but not the least I would like to thank my group members for always providing me with valuable inputs and gelling together and performing like a truly professional team, yes, we are a winning combination and we should be proud of ourselves.
Preface Acknowledgements Company Profile Compensation plan Policies and Procedure Performance evaluation process Performance evaluation form Rewards and Recognition Salary administration Reward management Performance linked reward plan Human Resource manager Operations manager Sales manager
Conclusion Bibliography
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History The Company celebrated its centenary in 1997. In 1897 a young man named Ardeshir Godrej gave up law and turned to lock-making. Ardeshir went on to make safes and security equipment of the highest order, and then stunned the world by creating toilet soap from vegetable oil. His brother Pirojsha Godrej carried Ardeshir's dream forward, leading Godrej towards becoming a vibrant, multi-business enterprise. Pirojsha laid the foundation for the sprawling industrial garden township (ISO 14001- certified) now called Pirojshanagar in the suburbs of Mumbai. Godrej touches the lives of millions of Indians every day. To them, it is a symbol of enduring ideals in a changing world. Incorporation Established in 1897, the Company was incorporated with limited liability on March 3, 1932, under the Indian Companies Act, 1913 Combined Sales - Subsidiaries and Affiliates The Company is one of the largest privately-held diversified industrial corporations in India. The combined Sales (including Excise Duty) of the Company, its subsidiaries and affiliates, during the Fiscal Year ended March 31, 2003, amounted to about Rs. 40,000 million (US$ 870 million). Board of Directors J. N. Godrej (Chairman and Managing Director), K. N. Naoroji, B. Godrej, N. D. Sidhva, K. N. Petigara, N. B. Godrej, V. M. Crishna, B. A. Hathikhanavala, K. R. Thanewalla, F. P. Sarkari, P. D. Lam and K. A. Palia.
Shareholders Since its inception, the Company is controlled by the GODREJ family based in Mumbai, India. Its shares are not listed on any Stock Exchange. About one-fourth of the Company's share capital is held by Pirojsha Godrej Foundation, a public charitable trust. Branches (Sales and Service) and Showrooms * MUMBAI, Ahmedabad, Bhopal, Jabalpur, Pune * NEW DELHI, Chandigarh, Faridabad, Ghaziabad, Jaipur, Lucknow * CHENNAI, Bangalore, Coimbatore, Hyderabad, Kochi, Trivandrum, Visakhapatnam * KOLKATA, Bhubaneswar, Guwahati, Patna The Company has a network of thirty-three Company-owned Showrooms.
Number of Wholesale Dealers : Over 1,000 : Over 5,000 Number of Retail Outlets : 9,500 (including 2,500 in sales and service) Number of Employees Bankers: CENTRAL BANK OF INDIA, Mumbai 400 023 UNION BANK OF INDIA, Mumbai 400 021 CITIBANK N.A., Mumbai 400 051 BNP PARIBAS, Mumbai 400 001 STANDARD CHARTERED BANK, Mumbai 400 001 STATE BANK OF PATIALA, Mumbai 400 021 UTI BANK LTD., Mumbai 400 001 THE HONGKONG AND SHANGHAI BANKING CORPORATION LTD., Mumbai-400 001 Statutory Auditors KALYANIWALLA & MISTRY, Chartered Accountants 127 Mahatma Gandhi Road, Mumbai 400 023 Sales (Unconsolidated) Sales including Excise Duty (Fiscal Year 2002-03): Rs. 13,650 million (US$ 285 million) Businesses The Company has the following businesses (with respective ISO certifications), which manufacture and/or market a wide range of consumer durables and industrial products. 1. APPLIANCES: (ISO 9001/14001) Refrigerators and Washing Machines
2. FURNITURE AND INTERIORS: (ISO 9001/14001) Office Furniture, Seating and Desking Systems, Computer Furniture and Open Plan Office Systems, Office and Home Storwels, Sofas and Recliners, Home Furniture, Filing Cabinets and Filing Systems, Book Stacks and Cases, Sliding/Tambour Door Units, Personal/Industrial Lockers, Customized Storage Systems, Roll-formed Slides and Components for Furniture. 3. SECURITY EQUIPMENT & SOLUTIONS : (ISO 9001 / 14001) Safes, Strong Room Doors, Safe Deposit Lockers, Cash Boxes and Coffers, Data Safes, Fire Resisting Safes, Record & Filing Cabinets, Electronic Coffers, Cash Counting Machines, Fire/Security Doors, Fire and Burglar Alarm Systems, Video Door Phones, CCTV System, Access Control Systems. 4. LOCKS: (ISO 9001) Padlocks, Cylindrical Locks, Mechanical and Electromechanical door locks and related hardware. 5. STORAGE SOLUTIONS: (ISO 9001 / 14001) Multiflex and Heavy Duty Storage Systems, Tool Storage Cabinets, Gravity-flow, Mobile and Drive-in System Components, Mezzanine Floors, Cantilever Storage Systems, Workshop Equipment and Special Solutions. 6.PRIMA COMMUNICATION SOLUTIONS: (ISO 9001 / 14001) Multimedia, Slide and Overhead Projectors, Video and Teleconferencing Equipment, Fax, Photocopiers, Multi-Function Devices, PRIMA Manual Typewriters (available in over thirty languages), Vending Machines 7.INDUSTRIAL PRODUCTS: (ISO 9001 / 14001) Precision Toolings (Press Tools/Plastic Injection Moulds/Vacuum Forming Moulds/Pressure Die-Casting Dies), Special Purpose Machines, High Precision Components/Equipment for Engineering and allied industries, Sheet Metal Working Machines Sales and Service 8. PROCESS PLANT AND EQUIPMENT (ISO 9001, ASME U, U2, S and R Stamps, SQL M Stamp China) Pressure Vessels, Columns, Reactors, Electro polished Reactors, Shell & Tube Heat Exchangers, Trays, Tower Internals and other Custom-built Fabrication 9.MATERIAL HANDLING EQUIPMENT: (ISO 9001 / 14001) Forklift Trucks ( Diesel, Electric and LPG ) and Attachments, Container Handling Trucks, Warehousing and Personnel Access Equipment, Spare Parts, Services and Maintenance Contracts.. 10.CONSTRUCTION AND REAL ESTATE: (ISO 9001 / 14001) Ready Mix Concrete, Construction Projects, Property Development, Horticulture and Envirotech Services
11.ELECTRICAL AND ELECTRONICS SERVICES: (ISO 9001 / 14001) Electrical Power Distribution System, Compressed Air Control System, Electronic Technology Solution Provider (Hardware, Software, Retrofitting, Process Control and Instrumentation, Industrial Automation), Energy Conservation
Consumer Products Ltd.(GCPL) is a major player in the Indian FMCG market with leadership in personal, hair, household and fabric care segments. The company employs 950 people and has three state-of-the-art manufacturing facilities at Malanpur (M.P.) Guwahati (Assam) and Silvassa (U.T.). Godrej Consumer Products Ltd. is a major player in the Indian FMCG market with a presence in the personal care, hair, household, fabric care and baby care segments. It has leading soap brands such as Cinthol, Fairglow and Godrej No. 1. Personal care products include Godrej Renew Hair Colour Cream, Colour Soft Liquid Hair Colour, Godrej Shaving Cream, and Ezee liquid detergent. GCPL has recently launched Snuggy Baby Diapers. With a turnover of Rs. 470 crores, the Company employs a thousand people and has four modern manufacturing facilities at Malanpur (M.P.), Baddi (H.P.), Guwahati (Assam) and Silvassa (U.T.). Our focus is on providing our customers with innovative, value for money solutions for meeting their daily needs and improving the quality of their life. This is achieved through the brands the company markets. We are among the largest marketer of toilet soaps in the country with leading brands such as CINTHOL, FAIRGLOW, GODREJ NO 1. Our FAIRGLOW brand, India's first Fairness soap, has created marketing history as one of the most succesful innovations. We are the leader in the hair colour category in India and have a vast product range from GODREJ RENEW COLOURSOFT LIQUID HAIR COLOURS, GODREJ LIQUID & POWDER HAIR DYES to GODREJ KESH KALA OIL, NUPUR based Hair Dyes. Our Liquid Detergent brand EZEE is the market leader in its category.
We are also the preferred supplier for contract manufacturing of toilet soaps be some of the most well-known brands in the country. We are supported in our endeavour by a state-of-the-art Research Centre based in Mumbai. Our quality products have been recieved very well in the international market and we are present in more than -- countries across the world. We are an Equal Opportunity Employer and offer very rewarding career opportunities to people who join us. We have adopted the Total Quality Management system and our factories have recived ISO certifications.
Health Godrej Consumer Products Limited (GCPL) announced its foray into the health segment with the launch of its latest soap brand, Nimin Health Soap. The Companys Executive Director and President, Hoshedar K. Press, said in a Press Release dated 12 May, 2004: Nimin is the only Grade I soap in the health care segment that effectively fights germs. The soap is created for the entire family since it has natural ingredients like neem, tulsi and lime, that ensure that the family stays healthy and clean throughout the entire day. Nimin believes in giving its users tandurusti ka josh har pal, thus keeping them fresh and active throughout the day. Cooling Oil GCPL has entered into the cooling oil category with the launch of Godrej Ayurvedic Thanda Tel. The new therapeutic oil is available in Uttar Pradesh and Bihar. The oil with its unique Tazgi Plus Formula with Pudina, Kapoor and other ayurvedic ingredients, not only provides relief from headache and stress through induced cooling effect, but also helps consumers retain a cheerful and optimistic outlook towards mundane and routine activities.
Beauty GCPL recently launched Godrej No. 1 Jasmine Soap, under the brand of Godrej No. 1. Announcing the new variant, Hoshedar K. Press said: Godrej No. 1 is a Grade I Soap and has always provided consumers with superior soap benefits at an affordable price. The launch of this new variant, Godrej No. 1 Jasmine, will continue this tradition. Apart from the fragrance of Jasmine, this soap has the added goodness of milk cream to keep skin soft and radiant. The product is consistent with the existing Godrej No. 1 portfolio, which promises True and Natural Beauty.
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COMPENSATION Paychecks
Staff members are paid on the 25th of each month for that month. If the 25th falls on a Saturday or Sunday, paychecks are issued on the preceding Friday. If the 25th falls on a National holiday, paychecks are issued on the preceding workday. Paychecks are sent to your account. address, or you can have your paycheck deposited directly to your bank
automatically deducts central, state, and Social Security taxes from your paycheck. Regular payroll deductions will also be made for the benefits in which you are enrolled. The types and amounts of employees deductions, as well as their number of central and state tax exemptions, are printed on their paycheck stub. Policies All staff positions are subject to s rewards and recognition system. Rewards and Recognition assigns a job title, job family, and job level to each position based on an evaluation of the duties and responsibilities of the position. Job families are groupings of occupationally similar jobs. Within each job family, each job level has established pay ranges. Job levels range from 09 to 15 for most staff positions. Senior administrative/professional positions are assigned to job level 98. Pay ranges are reviewed annually and adjusted as appropriate based on job market trends and needs. It is the policy of to pay salaries which are equitable in relation to the level of work performed within each occupational group. The salary for a particular position is established within the assigned pay range. Salaries are reviewed annually and may be adjusted based on job performance and other departmental considerations. As a result of your position as an exempt employee, your salary is not directly related to the actual hours you spend at work, but rather to the fulfillment of the requirements of the job regardless of the number of hours worked. Time worked beyond your normal workday or workweek does not affect the amount of your salary. Benefit Categories Benefits are determined by work schedule and job level. A benefit category number is assigned according to job level as follows: Job Level Benefit Category 16 and above* 1 14-15 2 11-13 3 10 and below 4 *Jobs in level 16 and above are actually designated as job level 98.
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BENEFITS FOR CURRENTLY EMPLOYED STAFF MEMBERS

For most benefit programs, booklets are available at Benefits Administration to help answer more specific questions reserves the right in its sole discretion to amend, modify, suspend, discontinue, or terminate any or all of the provisions of these programs.
Annual Benefits Statements

provides each full-time staff member a comprehensive and customized annual summary of benefits. This statement is provided at no charge to the employee. It is entitled "Your Personal Statement of Benefits" and is sent to employees home address in the spring.
Dental Insurance
Offers an optional Group Dental Insurance Plan with two options, Plan A and Plan B, to all regular employees who work at least 20 hours per week. Plan A provides a benefit based on the usual, customary and reasonable charges that prevail in a given geographic area, while Plan B pays benefits based on a more limited schedule of benefits. Both plans allow participants to visit the dentist of their choice, the differences are in the premiums, deductibles and the amount of coverage. Coverage can be selected for the employee only, employee and spouse (or same-sex spousal equivalent), employee and child, or full family. Monthly premiums are payroll deducted on a pre-tax basis. However, premiums for spousal equivalents and the dependents of spousal equivalents are taken on an after-tax basis. Employees must enroll in the Plan within 60 days of employment or within 30 days of any change in family status (birth, marriage, divorce, death). Those who do not enroll within this period must wait until the annual open enrollment period and are subject to restrictions as late entrants. Changes in coverage or cancellation of the Plan are subject to the same limitations. -
Educational Assistance
In order to enable your children to take advantage of the educational opportunities5, educational assistance benefits that pay part of the cost of tuition will be granted to eligible individuals. Eligibility and Amount To be eligible for this benefit, you must work at least 20 hours per week and must have completed at least one year of service contiguous with your current employment. The amount of the benefit is 50% of tuition for non-degree studies and for audits. Those eligible include full-time employees with one year of service, employees who work from 20 to 30 hours per week, spouses. Once this basis eligibility requirement is met, various
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benefit levels are granted depending on current work status, length of service and the type of courses to be taken.
Health Insurance
provides a choice of the costs of medical, surgical, provisions of the health care including plans offered, arrangements, and Eligibility All staff members receiving pay from who work 20 hours or more per week are eligible to participate in the health care plans. Those staff members employed 30 hours or more per week are eligible for the contribution. If the staff member works 20 to 29 hours per week, the plans are available at group rates with no contribution. Coverage of various types can be elected to provide protection for the employee only; employee and spouse; employee and one child; or employee and children or full family. Unmarried children (natural, adopted, or for whom you are the legal guardian) may be covered until they reach their 18th birthday or, if attending school full-time, their 26th birthday. Enrollment The enrollment period for the Health Plans is limited. If an employee elect to participate in either of the Plans, he and all his covered dependents must enroll within 30 days of your date of employment or eligibility for the policy to cover pre-existing conditions and pay immediate benefits. If they do not enroll within 30 days, he must wait until the next annual open enrollment period. At that time, pre-existing condition clauses and waiting periods for benefits may apply. Adding persons to the Health Care Plans at any other time is limited. Employee will be notified of an upcoming open enrollment period before it begins. Employees wishing to add a new born child or a spouse as a result of marriage (or other family members who have become eligible), have 30 days from the date of the qualifying event. If a family member is not added in the 30-day eligibility period, he/she will have to wait until the next open enrollment period, and will be subject to a 12-month waiting period for pre-existing conditions. Premiums For eligible staff members (employed at least 30 hours per week) who participate in the Health Insurance, contributes a portion of the premium for the employee and for eligible dependents. Premiums are deducted on a pre-tax basis. However, premiums for spousal equivalents are taken on an after-tax basis. health care plans to help defray and hospital services. All of the benefits are subject to change, services covered, payment
contributions to premiums.
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Holidays
recognizes thirteen paid holidays each year. Most of these holidays are designated on set dates, but some can be taken on days of your choice and are thus called "discretionary" holidays. To be eligible for holiday pay, you need to be a regular employee and to have worked the last scheduled day before the holiday and the first scheduled day afterward, unless you are on an excused absence. In order to earn a discretionary holiday, you must be on the active payroll the first day of the month in which the holiday is accrued. You may also take a discretionary holiday in the month before you earn it, but the advance payment will be deducted from your final paycheck if you terminate. If you give advance notice to your supervisor, you may use accrued vacation time to observe religious holidays which are not observed by .
Payment for Working on a Holiday No additional payment will be made for work performed on an observed holiday; however, compensatory time off will be granted. Holidays Falling within a Period of Absence Any holiday occurring when you are on sick pay or vacation will be treated as a holiday and not deducted from sick pay or vacation accrual, provided you return to work for at least one full day immediately following the authorized absence.
Family and Medical Leave

Employees must have been employed at least 12 months and must have worked at least 1,250 hours during the prior 12 months to be eligible for family leave. The family leave policy provides leave of absence without pay to employees in the event of serious illness; for the birth or adoption of a child; or for the care of a child, parent, or spouse who has a serious health condition. Such leave shall not exceed 12 weeks within a 12 month period. However, once leave has been granted, an employee may request extensions in three month increments up to one year. Any extension beyond the initial 12 week leave will not carry a job guarantee.
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Accrued sick pay, vacation, discretionary holidays, must be utilized at a minimum of 30 hours per week prior to taking an unpaid leave of absence. Use of accrued time will not lengthen the duration of the leave. will continue to pay the employer's share of the cost of the health insurance during the initial 12 week period. The following types of leave without pay are covered under the family and medical leave policy: 1. Maternity Leave - time off from work for maternity purposes or caring for a newborn child; 2. Paternity Leave - time off work for fathers to assist in the care of their newborn child; 3. Adoption Leave - time off work for employees who are otherwise able to work but who choose to remain at home to care for a newly adopted child; 4. Illness/Injury Leave - time off work for medical reasons which are not covered by Workers' Compensation; 5. Care of Seriously Ill Children, Spouse, or Parent - time off granted up to 12 weeks within a 12 month period for the care of a seriously ill child, parent, or spouse. The 12 weeks need not be taken consecutively during the 12 month period and need not be as a result of the continuous illness of one person; 6. Intermittent Leave - may be taken when it is medically necessary for purposes of maternity or for the care of a spouse, child, or parent who has a serious health condition.
Long Term Disability Insurance

provides long term disability insurance, which guarantees a monthly income should you become totally disabled by sickness or injury. this benefit. pays the total cost of
Eligibility All staff members working 30 or more hours per week are enrolled in the Plan after completing three years of continuous full-time service with . If you were covered within the last 90 days under a total disability plan with your immediate prior employer, the three-year waiting period may be waived if certain conditions are met. Benefit Amount The Plan will pay long term disability benefits, subject to the terms and conditions of the contract, if you become totally disabled. The benefit is 60% of salary, with a maximum monthly income benefit of Rs.10,000. This benefit will be paid at the beginning of each month of total disability. However, no benefit will be paid during the first four months of
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the disability. During the four-month waiting period, you can use accrued sick pay, vacation, and discretionary holidays as income. Total disability must begin while covered by this plan and must result from sickness or accidental injury. You must be under the regular care of a physician for treatment in connection with your total disability. "Total disability" means the complete inability, because of sickness or accidental injury, to engage in your regular occupation. However, after monthly benefits have been paid for 24 consecutive months, "total disability" means your complete inability to engage in any occupation in which you could be reasonably expected to engage, giving due consideration to your education, training, and experience.
Retirement Plan
offers an excellent voluntary retirement plan to provide a source of income for retirement. This Plan calls for you to contribute on a tax-deferred basis. Your contribution will enable you to qualify for significant contributions by toward the purchase of annuities and/or mutual fund shares. Participating in this Plan allows you to accumulate retirement income through a variety of investment options. Each option involves an associated level of risk to your retirement savings which must be carefully considered before you make your selection Eligibility and Vesting All regular staff members working 20 or more hours per week are eligible to begin their own contributions upon employment. To be eligible for contributions, you must make your own contributions and meet other requirements as follows. All staff members in benefit category 1 must be at least age 21. All other staff members must be at least age 21 and must complete one year of continuous service consisting of at least 1,000 hours. Some staff members in the latter category may be eligible for immediate contributions without waiting one year; such eligibility depends on the specific provisions of your retirement plan with your immediate prior employer. Upon payment of contributions to an approved vendor, both your contributions and S contributions become fully vested. Your contributions are accessible under the terms of the contract and within the restrictions imposed by federal law. However, contributions are available only upon your retirement or death. Investment Options offers a wide variety of choices for tax-deferred retirement investments. If you choose to participate, you may elect to invest all contributions into a single fund administered by one vendor; you may invest with more than one vendor; invest in more than one fund offered by a vendor; or allocate contributions to funds different
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than your individual contributions. You may add new vendors or change allocations to your present vendors each month. You call the vendor directly to change your investments within that vendor's fund offerings. The individual vendors may limit the number of times you can change funds within their group. The large number of funds available for investment can be broken down into several categories. Annuity funds are offered only by life insurance companies and provide a fixed or variable monthly income after retirement. Mutual funds offer investment opportunities in money market funds, income funds, asset allocation funds, growth and income funds, and growth funds. Funds for socially conscious investing are also available. Contribution Amounts Each new participant in the Plan must contribute the lesser of 3% of monthly salary or the Maximum Exclusion Allowance Calculation (MEAC) in order to receive a contribution. Those participants who are new to the Plan and who enroll in the Plan between ages 21 and 35 must contribute a minimum of 1%, which is increased every September until it reaches 3%. The maximum amount you can contribute is limited by Internal Revenue Service regulations. contribution toward your Retirement Plan is a fixed amount declared annually which is based on a complex formula. The contribution is made on the condition that you make your required contribution. Both contributions will automatically cease at termination or retirement. Tax Regulations 'S contributions are not subject to income taxes in the year in which they are made. However, withdrawals of either employee or contributions are taxable income to the participant when received. Employee contributions withdrawn prior to retirement may be subject to federal early distribution penalties and vendor restrictions.
Sick Pay
's sick pay benefit provides salary continuation for staff members in the event of illness or temporary disability. Employee can use sick pay to cover absences from your regular work schedule caused by their own illness or temporary disability, or to cover absences caused by the sickness, temporary disability, or death of a member of their immediate family (spouse, children, or parents). Eligibility Staff members employed 40 hours per week on a 12-month basis accrue one day of sick pay per month, for a total of 12 days annually. Regular staff members employed at least 20 hours but less than 40 hours per week accrue sick pay on a pro-rated basis
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POLICIES AND PROCEDURES

Absences Due to Severe Weather It is the policy of to maintain essential services and operations during any severe weather or emergency condition while providing for the protection, safety and health of all patients, students, staff and faculty. Essential services include maintaining hospital operations, supporting employees in residence, operating research facilities and providing necessary support and administrativve services. Because of the essential services provides to the community at large, and their responsibility to support and care for employees and their families, they are not at liberty to cease operations during severe weather and emergency conditions. and its staff members must be prepared to safely operate and serve during these extraordinary conditions. To that end, provides the following resources to help guide, coach and support our staff members, managers and department heads in effective planning during these unusual times. Every staff member performs important services and work. During extraordinary times of severe weather or emergency conditions, some positions require on-site presence to continue operations of patient care, student support and reserach functions. To ensure continuous operations during these conditions, all jobs are categorized into one of three service levels in support of the policy.:
Essential Service: jobs that are required to maintain essential services and operations during any severe weather or emergency condition while ensuring for the safety and health of all patients, students, staff and faculty. During Severe Weather/Emergency Conditions or when a State of Emergency has been issued, essential service employees: Report to or remain at work Transportation services provided Childcare services provided
Reserve Service: jobs that are not immediately required to privide service but function as "Delayed Service" during severe weather or emergency conditions and may be upgraded to "Essential Service" based on the needs of the department/organizaiton. During Severe Weather/Emergency Conditions or when a State of Emergency has been issued, reserve service employees:
Category assigned at time of each severe weather/emergency condition event
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Delayed Service: jobs that can be dealyed until severe weather/emergency condtions have passed. Do not report to or remain at work No transportation services provided No childcare services provided
The Executive Vice President will determine whether to activate or terminate the severe weather/emergency conditions policy and authorize communciation as early as possible before the start of each shift. Once activated, the policy provisions will remain active for the duration of the work shift. . Drug-Free Workplace is committed to maintaining a healthy, drug-free work environment. The unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance, as defined by any Act, is prohibited in the workplace. In addition to abiding by this requirement, employees are also required by the Act to notify of any criminal drug statute conviction for a violation occurring in the workplace no later than five days after the conviction. Upon notification by the employee, must report the conviction to the federal government within ten days.
Equal Opportunity is committed to a policy of affirmative action for equal opportunity in employment without regard to race, color, religion, national origin, disability, veteran status, sexual orientation or preference, sex or age. This policy is followed in all employment and other personnel actions: compensation, benefits, transfers, promotions, layoffs, recalls, demotions, and terminations. The policy also applies to sponsored training programs, educational assistance, social and recreational programs, and the use of facilities. to ensure
Certain specific procedures have been developed and implemented by that equal opportunity is offered to all members of the staff.
Discrimination Complaints A claim of discrimination should be presented to the Equal Opportunity Officer, who will investigate the complaint and make a recommendation to the staff member's department head. If the recommendation is not accepted and implemented, the matter will be referred to the appropriate Officer of . A complaint of discrimination will in no way adversely affect a staff member's treatment on the job.
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Nepotism Employees may not participate in personnel decisions involving a direct benefit to members of their immediate families. In accordance with this policy, the does not permit a direct reporting relationship between members of an immediate family. In special cases, such as subsidized research projects, approval may be given by the Associate Vice President of Human Resourses, or his designate. Recruitment, Appointment, and Promotion The President of has established an employment
policy intended to further 's equal opportunity efforts and has appointed an Equal Opportunity Officer to direct the program throughout . All professional and administrative staff positions are posted internally. Current employees are given preference for vacant positions, especially employees whose jobs are being eliminated, those returning from maternity or military leave, those returning from other forms of leave, and those seeking promotion. In all cases, employing departments are expected to be sensitive to providing a remedy for under-representation of women or minorities in those staff positions targeted by 's Equal Opportunity Officer. Fire Alarms and Evacuation At any time when a fire alarm is sounded never assume that it is a drill. All employees should know the location of fire extinguishers in their departments, how to operate fire extinguishers, and how to report a fire alarm. Employees should also be familiar with the evacuation plans for their buildings and with locations of pull alarms. Harassment is committed to maintaining a bias-free environment for all members of the community including freedom from harassment. Harassment is defined as the creation of a hostile or intimidating environment, in which verbal or physical conduct, because of its severity and/or persistence, is likely to interfere significantly with an individual's work. Sexual coercion consists of unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature when:

1) Submission of such conduct is made explicitly or implicitly a term or condition of an individual's employment; or 2) Submission to or rejection of such conduct is used as a basis for employment decisions affecting an individual. The conduct alleged to constitute harassment
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under this policy shall be evaluated from the perspective of a reasonable person similarly situated to the complainant and considering all the circumstances.
Keys and Access Cards Some staff members may be issued keys or access cards in the course of their employment. It is the responsibility of the staff member to safeguard the keys and access cards issued to them in order to maintain adequate security at . The duplication of keys and/or access cards is strictly prohibited. If your job requires you to have keys or access cards, you will be asked to sign for them by the key control manager in your department. If you transfer to another department or leave return the keys and access cards entrusted to you. Layoff has established a policy applying to layoff in the event that is required to reduce the work force among regular full-time employees who are not paid solely on research grant funds. The purpose of the Plan is to provide financial assistance in the form of severance pay benefits to eligible employees who are terminated because of the seasonal or operational needs and resources of . The appropriate department head will make the selection of exempt employees for a layoff. The Vice President will make review of the department heads initial selection for Human Resources or his/her designee. Benefits of the Plan for Laid Off Employees 1. Severance pay for an eligible employee will be an amount equal to one week of your regular base pay times the number of full years of completed continuous service you have on record as of your termination date. No fewer than two weeks of severance pay and no more than 26 weeks of severance pay will be provided by the terms of the Plan. , you are expected to
2. Full compensation will be provided for unused holiday and vacation days accrued through the last day worked.
3. Severance pay checks will be distributed each month until the total income benefits are exhausted or you may elect a lump sum payment. If you should be reemployed at after your termination date, you will be entitled to receive
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severance pay only through the date immediately preceding the date of your reemployment and any lump sum overpayment must be returned to . The income benefit from this Plan is fully taxable, therefore central and state payroll taxes are withheld from the payments. There will be no deductions from these severance pay checks for any benefit programs.
4. Coverage under 's health, dental and life insurance plans will be continued, as long as the employee portion of the premiums are paid on a timely basis during the first six months of lay off status. Employees who are laid off are entitled to an additional 12 months of health plan coverage at full cost under the federal rules.
5. Basic Life Insurance may be converted from a group certificate to an individual policy at the end of the lay off period. Supplemental Life Insurance, Universal Life and Post Retirement Life Insurance products may all be continued indefinitely beyond termination of employment. 6. Personal Casualty (home and auto) and Long Term Care Plans may also be continued indefinitely beyond termination of employment. 7. Employees are given preference in hiring for exempt positions for a period of one year. Qualifications for positions will be determined by hiring departments. A determination that a candidate with preference is not qualified must be documented. Departments will not be permitted to hire individuals without preference unless they have documented why applicants with preference are not as qualified and such documentation has been approved by Recruitment. These layoff benefits cease immediately if you secure another position at during
the layoff period. Employees rehired by within one year of being laid off, will have their continuous service credit reinstated. In this case, service credit will be added to the current years of service from the original date of hire until the first day of layoff. You will not receive service credit for the time actually spent on layoff. Non-Solicitation Solicitation by an employee, for any purpose, is prohibited in the circumstances listed below: 1. When the employee soliciting or the employee being solicited is or should be performing his/her job duties. 2. At all times in those areas of the Medical Center which are immediate patient care areas; immediately adjacent to patient rooms, operating rooms, treatment areas, or other patient care areas; thoroughfares frequently used to transport
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patients; or other areas where solicitation would disrupt the delivery of health care services. Distribution of literature by an employee, for any purpose, is prohibited in the circumstances listed below: 1. At all times in work areas. 2. At all times in those areas of the Medical Center which are immediate patient care areas; immediately adjacent to patient rooms, operating rooms, treatment areas, or other patient care areas; thoroughfares frequently used to transport patients; or other areas where solicitation would disrupt the delivery of health care services. Solicitation or distribution of literature, for any purpose, by non-employees on property is strictly prohibited. Normal business contacts with authorized sales representatives are not prohibited by this policy. officials by
Notice of Resignation from Employees are required to give a minimum of 30 days notice before resigning from your position. Failure to give proper notice may make you ineligible for rehire. Work-Related Injuries All work-related injuries and illnesses must be reported to the Employee Occupational Health Service (EOHS) and an AO-16 form must be completed. All care for these injuries will be provided through this service. Promotions and Transfers is committed to providing opportunities for employees to grow and develop professionally. As a result, every effort is made to fill vacant positions from within if qualified employees are available. Employees are encouraged to discuss with your supervisor the possibilities for advancement within your own department. They may discover that there is good potential for increased responsibilities. If you feel that another position within would better meet your needs or would enable you to utilize your skills better, you may apply for a transfer after you have worked at your current position for at least six months. Positions at are evaluated and classified by Rewards and Recognition, which establishes job levels and sets pay ranges. Employees promoted to a higher job classification may receive a promotional increase in accordance with policy. The new rate of pay may
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not be below the minimum or above the maximum for the new classification. Safety Policy It is the policy of to take all practical steps for members of the community to eliminate or reduce exposure to accidental injury or to conditions that would be injurious to their health. shall provide protective devices and other equipment necessary to protect employees from injury in accordance with prevailing safety and health practices. Staff members are expected to cooperate with by observing established safety regulations and working in a safe manner. Staff members should bring to the attention of their supervisors alleged unsafe or unhealthy conditions or practices and should suggest a resolution to the condition. Such recommendations should be reported to the appropriate Safety Office. Smoking Policy Many areas of , including the entire Medical Center, have been designated as "No Smoking" areas. If you smoke, check with your supervisor concerning the policy in your department and the location of designated smoking areas. Unemployment Compensation provides compensation to employees who are affected by a reduction in work force or employees who terminated service under certain conditions. Eligibility, waiting periods, rate of compensation, and the duration of compensation payments are fixed by . Compensation varies according to the work schedule, the number of weeks employed, the eligibility period, the cause of termination, availability for reemployment, and many other conditions.
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SUPERVISORY PROCEDURAL INSTRUCTIONS
PERFORMANCE EVALUATION PROCESS

1. Define the Job. Take time to review each employee's job and outline all major duties and responsibilities. Ensure that performance is evaluated only on those duties and responsibilities, which employees know, are part of their jobs. 2. Define Performance Standards. Using the outline of major job duties and responsibilities developed in Step1, define specifically what is expected in terms of satisfactory levels of performance using the performance criteria stated on the Performance Evaluation Form. If more than one employee is performing the same job, the performance standards should be the same. 3. Evaluate Performance a. Using the standards developed in Step 2 to measure performance, evaluate each employee's achievement of the standards using the performance level definitions listed below. Indicate the overall evaluation of the employee's performance on the Performance Evaluation Form and document key considerations used in making the evaluation. b. Performance Level Definitions:
1) Performance Exceeds Expectations Performance consistently exceeds the requirements of the job, extending well beyond expectations. The employee contributes unique and innovative solutions to problems and achievements are obvious to faculty, staff, students and customers. This rating is reserved for the highest achievements at an unusual and exceptional level.
2) Performance Fully Achieves Expectations Performance consistently achieved standards for the major duties and responsibilities. Overall performance was consistently satisfactory in all aspects of the position.
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3) Performance Needs Improvement Performance was either consistently below standards for some of the major duties and responsibilities, or only occasionally achieved standards for most of the duties and responsibilities. Overall, some improvement is needed to achieve a consistent level of fully satisfactory performance. 4) Performance Unsatisfactory Performance was below standards for most of the major duties and responsibilities. Overall performance was not satisfactory. Considerable and rapid improvement is necessary for the employee to remain in the position. c. Work Rule Compliance Guide. A department may opt to use the work rule compliance guide. If used, for an employee who has an active disciplinary action in his/her file, the level of evaluation is limited as follows: Action Oral Warning First Written Warning Final Written Warning Disciplinary Suspension Highest Assessment Allowed Fully achieves expectations Needs improvement Needs improvement Unsatisfactory
If the Work Rule Compliance Guide is used, supervisors should be consistent in applying it to all employees to limit overall evaluations. If an employee receives a disciplinary action, which changes the performance evaluation subsequent to the completion of the Performance Evaluation Form, the supervisor may complete a new Performance Evaluation Form 4. Communicate. Supervisors should meet privately with each employee to review the evaluation process and explain how his/her performance was measured with respect to the steps above. Positive ways in which performance can be strengthened or improved should be discussed and a specific time period established when performance will be reviewed and discussed again. The employee should sign the Performance Evaluation Form to indicate that the review was held. The employee's signature does not necessarily indicate agreement with the assessment. Supervisors should sign the Performance Evaluation Form as the reviewer; a second level of authority should also sign the Performance Evaluation Form.
5. Follow up. During the next review period, meet with your employees individually on a
regular basis to provide feedback on their performance relative to the established job standards. 6. Finalize. The original copy of the Performance Evaluation form should be retained in the employee's departmental personnel file and a copy should be given to the employee.
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PERFORMANCE EVALUATION FORM 2003-2004

Staff Name: point): Godrej Unique ID: Org Key (pay Org Unit:
Job Title : Job Code: ______________________________________________________________________________ ___________________
PERFORMANCE EVALUATION PROCESS
PLEASE REFER TO THE SUPERVISORY PROCEDURAL INSTRUCTIONS PRIOR TO COMPLETION OF THIS FORM.
1. Define job. 2. Define performance standards. 3. Evaluate performance. 4. Communicate with employee. ______________________________________________________________________________ ___________________
PERFORMANCE LEVEL DEFINITIONS
PERFORMANCE EXCEEDS EXPECTATIONS: Performance consistently exceeds the requirements of the job, extending well beyond expectations. The employee contributes unique and innovative solutions to problems and achievements are obvious to faculty, staff, students and customers. This rating is reserved for the highest achievements at an unusual and exceptional level. PERFORMANCE FULLY ACHIEVES EXPECTATIONS: Performance consistently achieved or exceeded standards for the major duties and responsibilities. Overall performance was consistently satisfactory or better in all aspects of the position. PERFORMANCE NEEDS IMPROVEMENT: Performance was either consistently below standards for some major duties and responsibilities, or only occasionally achieved standards for most duties and responsibilities. Overall, some improvement is needed to achieve a consistent level of fully satisfactory performance. PERFORMANCE UNSATISFACTORY: Performance was below standards for most of the major duties and responsibilities. Overall performance was not satisfactory. Considerable and rapid improvement is necessary for the employee to remain in the position.
OVERALL PERFORMANCE EVALUATION

If the employee has an active disciplinary action, refer to the Work Rule Compliance Guide in the Supervisory Instructions. Indicate overall performance level by circling the appropriate zone.
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Regardless of the zone rating, document key considerations used in making the evaluation in the comment section below. PERFORMANCE EVALUATION: (Please circle appropriate evaluation.)
EXCEEDS
FULLY ACHIEVES
NEEDS IMPROVEMENT
UNSATISFACTORY
______________________________________________________________________________ _________________ COMMENTS:
(Continue on separate sheet if necessary.) ________________________________________________________________________________________________ ______________________
____________________________________________ __________________________
EMPLOYEE DATE
____________________________________________ __________________________
REVIEWER DATE
____________________________________________ __________________________
REVIEWERS SUPERVISOR DATE
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REWARDS AND RECOGNITION

Job Analysis Questionnaire
INSTRUCTIONS: This questionnaire is designed to assist in describing a new position or a position that has significantly (more than 20%) changed since it was established. the questionnaire will provide a clear and complete understanding of the specific duties and overall responsibility level. The questionnaire should describe the duties and responsibilities of the position and not the performance or qualifications of the incumbent. A job evaluation review is appropriate when the duties and responsibilities of a position have changed significantly (20% or more) either through expanded, reduced or different responsibilities. After completing the questionnaire, please sign it, make a copy, and forward it to the Rewards and Recognition Department of Human Resources. Thank you.
DEPARTMENT INFORMATION
Code Organizational Unit Company Code Cost Center Present Component JOB EVALUATION REQUEST TO: Check and complete the appropriate blocks: Create New Position (complete Section II of the questionnaire) Reclassify Existing Position (complete Section I and II of the questionnaire) The position is Vacant Filled SAP Position Mgmt # Incumbents name And DUID# PROPOSED Job Title Name
PRESENT Job Title Job Code
POSITION STATUS
Full-Time Part-Time Hours per week Hours per week Scheduled Days and Hours Tuesday Wednesday Thursday
Sunday
Monday
Friday
Saturday
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From
To Total Hours Worked Per Pay Period: Additional Comments: Position Effective Date: If Temporary, End Date:
SECTION I
If you are requesting a job evaluation review because of changed position duties and responsibilities of an existing position, please complete the following: I. Briefly describe what caused and/or contributed to the change in job duties and responsibilities
II.
Please describe the new or additional tasks that will be performed, listing the most important duty first, and estimate the percentage of time that will be devoted. NEW OR ADDITIONAL TASKS % OF TIME
III.
Please describe those duties or responsibilities that will no longer be performed and are being replaced by the new or additional duties and responsibilities listed above.
SECTION II
I. PRIMARY PURPOSE: Summarize the primary role (reason this position exists) in two or three sentences. For example: The position is responsible for analyzing and judging the applicants for recruitment. or This position provides customer reception services in person and by telephone.
II. ORGANIZATIONAL STRUCTURE: Provide a description of your organizational structure which outlines the Relationships of this position above, below and at the same level. For example, This position reports to This position supervises .
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III. DESCRIPTION OF WORK Describe the essential and most important duties and responsibilities of this position. Begin each statement with an action word. After listing all duties and responsibilities, indicate the approximate time spent as a percent of the total job based on the past year. The total percent of time does not have to add up to 100 percent but the total should be no less than 80 percent. Rank each task in order of importance, beginning with #1 as the most important.
TASK DESCRIPTION
% OF TIME
IV.
COMPLEXITY Please indicate the typical nature and diversity of work performed as well as the level of judgement and analysis necessary to resolve typical problems encountered. Work is: Routine with detailed rules or procedures Standardized and governed by procedures, instructions, and standard practices Diversified, requiring judgement in applying established practices and procedures
Governed by broad instructions, objectives and policies. Requires considerable judgement in developing approaches and techniques
V. INDEPENDENCE OR LATITUDE Please indicate the typical level of independence in organizing and prioritizing the work of this position. Select the number of the matching description. Select the number between two levels if position requirements fall between two descriptions. Assignments are:
Are planned and scheduled by others Take individual initiative in planning and performing work each day Take individual initiative in planning and performing for weeks at a time Take individual initiative in planning and performing for months at a time
VI. IMPACT Please indicate the organization level typically affected by decisions made in this position. Decisions typically impact:
Only this position The immediate work group Multiple work groups An entire function or a sizable unit Multiple functions or multiple large units
VII. SCOPE Assume in answering that all normal care and judgment are exercised, and that normal work guidelines and rules are allowed. Indicate the typical consequence of errors in carrying out the actual work of this position. Errors cause delays or affect:
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Specific to this position The work of others in the positions immediate work group A number of work groups An entire function of a sizable unit Multiple functions and/or multiple large units
VIII. PERSONAL INTERACTION How often would a person in this position have recurring contact with any of the following groups or levels and what is the primary reason for and nature of these contacts? Please use the final column of the box to state the business purpose of each contact Purpose (deliver messages, negotiate, Department, Division Group or Frequency (frequently, staff meetings, telephone exchange organization occasionally) information, advise, consult, etc. Board of Trustees Organisationall Vice Presidents & Offices Other institutions, departments, companies Government officials Government officials Other work groups, employees, administrative offices Other (please describe) Please indicate what role or responsibility this position has for working in and/or with teams (check all that apply)
Works individually and is self-sufficient Frequently works with others in a cooperative, collaborative manner Works routinely requires team work and cooperation with individuals and groups
Briefly describe how and why you work with teams:
IX.
COMMUNICATION Review the list of communication skills provided below and checks the boxes that best describe the communication skills required to perform this job. A. Interpersonal communication Occasionally One-on-One communication Participate in meetings Conduct meetings or lead group discussions Conduct training sessions
Regularly
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Make formal presentations/public speaking
Advise, consult, provide counsel Persuade, negotiate, influence Other___________________________ B. Written communication Occasionally General correspondence/letters/memoranda Contracts Technical documents Procedures/manuals/guidelines Proposals/Requests for proposals Reports Articles Manuscripts Press releases Regulatory filing Translating technical documents Other ___________________________________ Regularly
X.
FINANCIAL RESPONSIBILITY Indicate approximate rupees amounts this position handles or is responsible for: Annual Operating Budgets: Purchase Explain: Payroll Supplies Other TOTAL In what ways are you responsible for managing operating budgets, grants, or capital budgets? Develop budget recommendations? Yes No Prepare budget requests and written narrative? Yes No Review expenses against budget? Yes No If you answered yes to any of the questions, please list the type and amount of the budget.
XI.
TECHNOLOGY USED A. Depending upon the amount of usage, indicate the estimated time used daily, weekly, or monthly. Examples: PCs, laptops, typewriter, adding machine, camera, telephone, etc. B. For PC users, please list below all of the software packages you frequently utilize. Examples: Windows NT, Word, Excel, Access, PowerPoint, Netscape Navigator, Exchange, Scheduler+, File Manager
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Type of Equipment/Software
Skill Level Needed (advanced/intermediate/basic)
Time Used (per day/week/year)
XII. SUPERVISORY DUTIES A. Does the position supervise regular employees? Yes No If the answer is No, please skip to question 13. If the answer is Yes, please complete the rest of section XII. B. How many employees does the position supervise either directly or through other supervisors? C. List the titles of those supervised by this position. Number of Employees Supervised Title of Position Supervised Full Time Part Time Students
D. Check each of the phrases below that describe the kind of supervision this position is required to exercise. Plan work Assign work Instruct and train in methods and procedures Check and approve work Recommend salary adjustments Maintain staff records Make promotional recommendations Make final decision on promotion Make hiring recommendations Make final decision in hiring Carry out performance evaluations Handle complaints and grievances Make recommendations regarding unsatisfactory Set departmental goals and objectives employees Make final decision to terminate unsatisfactory employees XIII. JOB CONDITIONS
A. Indicate the surroundings or working conditions under which the job is performed. Usual office-type working conditions Some disagreeable factors present in working conditions such as necessarily poor ventilation, uneven temperature or the possibility of damage to clothing. Occasional disagreeable elements present in the working conditions part of the time such as heat, cold, dampness, fumes, dust, noise, or vibrations or exposure to disease-bearing specimens or odorous chemicals and specimens. Continuous exposure to several disagreeable elements of factors B. Indicate the Physical Skills required to perform the job. Please check all of the following activities which routinely apply to the job: Walking Carrying Sitting Grasping Stooping Climbing
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Kneeling Crawling Reaching
Stooping/Crouching Standing Hearing/Listening
Lifting, maximum weight Other (specify):
XIV. MINIMUM POSITION QUALIFICATIONS REQUIRED: Describe only the minimum requirements for performing the job, not the qualifications of the incumbent or the desired qualifications of a new hire. What minimum education, training or special courses are required for performing duties of the position. Circle appropriate education level. High School Undergraduate Graduate 9 10 11 12 13 14 15 16 17 18 19 20
What is the minimum related work experience required for doing this job, not the maximum experience of the incumbent or the desired level of a new hire. none 3 to 12 mo. 13 - 24 mo. 25 mo. 5 yrs. 5+ yrs. Please describe licenses, certifications or specialized training required:
I have reviewed the contents of this questionnaire and confirm that it is an accurate and complete description of the duties and responsibilities: Immediate Supervisor: Title: Signature: Department Head Title: Signature:
Phone #: Date:
Phone #: Date:
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Salary Administration
Market Adjustments
Annually, and more frequently for certain classifications, Human Resources, Rewards & Recognition, receives and analyzes relevant market data to compare the competitiveness of s salaries against the market. As a general philosophy, targets
95% to 105% market index of average salaries in the market. In other words, targets its average salaries to be within 5% of market average. The market is defined by the industry(s) and region(s) in which compete for talent. Market adjustments generally are recommended when s average salaries fall below 95% of market index. Market adjustments are not always applied to all employees in the classifications or job families receiving the adjustments. For example, employees who are high in the range or employees who are low in the range based on performance difficulties may be excluded. Starting Salaries/Promotions In determining starting salary offers, the following factors should be considered: Relevant education and experience as compared to minimum qualifications Specific knowledge, skills and experience as related to minimum qualifications Internal equity relevant to others in the classification Budget resources Equal opportunity These same considerations also apply when determining pay adjustments for promotions. Performance Increases There are several performance management systems in place throughout the , which differ in terms of compensable factors, frequency, and method of distributing pay. However, all of the performance management systems are designed to reward employees for achieving levels of performance. There is no such thing as a cost-of-living-adjustment at , and performance increases should not be treated as such. Differentiation in pay should be tied to documented performance, and performance expectations and accomplishments should be regularly reviewed with and communicated to employees.
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Equity Adjustments There should be some relative consistency in terms of where employees fall within pay ranges relative to other peers. Using the salary range guidelines in salary decisions should promote pay equity. However, if there are inequities that result from historic inconsistencies, individual salaries should be adjusted as appropriate. There may also be situations where the external market requires the department to hire new employees at salaries higher than more experienced current employees. Given these situations, current employee salaries should be reviewed and adjusted to avoid pay compression problems. Typically, equity adjustments are based on relative experience, relative education, skills and performance.
Salary Range Guidelines Range Placement Although employees do not have established earning limits, jobs at do have limits in terms of their minimum and maximum worth. Education, experience, performance, and proficiency drive where an individual employee should generally fall with a range. Generally, an employee who meets minimum requirements and is at or near minimum qualifications would be paid at or near range minimum. On the other hand, an employee with significant experience and expertise in a position who has a fully satisfactory performance record should be paid in the upper portion of the range. The midpoint (middle) of the range is designed for an employee who has developed to be fully proficient at the given job. Employees with a significant amount of experience and full expertise in the position. Have reached maximum value of the position.
Maximum
Salary Range
Midpoint
Employees who are fully proficient in position with solid and demonstrable experience beyond the minimum. Employees who meet minimum requirements of position but need to develop towards proficiency.
Minimum
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Performance Since the performance management systems at are designed to reward performance, stronger performers have the opportunity to move more quickly and higher within the range. Alternately, individuals that do not meet performance standards should progress at a slower rate. Generally, our stronger performers (and/or very long-term employees) should move to the upper end of the range. Knowledge, Skills and Abilities Another factor in salary range placement is individual knowledge, skills and abilities (KSAs). KSAs often referred to as competencies, may distinguish employees ability to perform a job. When these KSAs are in high demand in the market, they may demand a premium. Therefore, individuals with these hot skills may need to be placed higher in the range than other employees without such skills. This special consideration should not be considered if the skills represent minimum requirements for the classification; in this case, the range would take the market demands for the skill(s) into account. Market Competitiveness The supply and demand for labor and skills can fluctuate significantly. Rewards & Recognition periodically reviews and analyzes external competitiveness to capture information about the degree of this fluctuation and to identify what classifications need their ranges to be moved consistent with the market movements. As managers make decisions about new salary offers, it is important to understand the market value or worth of a particular job. It is also critical to know how market movements can hinder the ability to retain talent. Managers are encouraged to use Rewards & Recognition as a resource for market salary information. Internal Equity When determining salary decisions, managers should look not only at individuals salaries, but also at the salaries of the employees peers. There should be a correlation between pay and experience, education, performance and skills of employees. Inequities should be resolved when identified. Rewards & Recognition is available to assist with and support reviews of internal relationships. Budget & Legal Considerations Managers are very familiar with the challenge of managing to a budget, and compensation is no exception. Budget resources need to be considered with all compensation decisions. Working with your budgetary officials, managers need to be able to weigh the available resources against the factors of range placement. Other factors that cannot be avoided are legal implications. The primary legal consideration in terms of compensation is ensuring that protected classes are not discriminated against. Although these groups may not be intentionally discriminated against, the institution is legally liable if they are adversely impacted by salary decisions.
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Protected classes include sex, color, ethnicity, religion and age (for those over 40 years of age.) . Balancing the Factors All of the preceding factors should be considered when making salary decisions. However, not all of the elements should be given equal weight in all circumstances. The manager should understand that a given situation and environment may make one or more of these elements particularly important. The salary range guidelines require managers to use judgment and assume accountability in salary decisions. HR is a resource to advise and provide information to assist in these decisions.
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Reward management at
Reward management aims at the following points with a view that no effort shouldf go un noticed and un rewarded in the organization.At with rewards.Its reward management aims at : the efforts are directly related
(1) To communicate the organization's values and performance expectations; (2) To support the achievement of the organization's strategic and shorter term objectives by helping to ensure that it has the skilled, competent, motivated and committed workforce it needs; (3) Support culture management and change by matching pay culture to organization culture . (4) Encourage value-added performance by focusing performance pay and gain sharing schemes on areas where the maximum added value can be achieved; (5) Promote continuous development through competence-related and skill-based pay schemes (6) Compete in the employment market by paying competitive rates which attract and retain good-quality employees; (7) Motivate all members of the organization from the shop-floor to the board room through the judicious use of a combination of financial and non-financial rewards; (8) Promote teamwork through the use of team pay, the encouragement of multiskilling and by rewarding collaborative behaviours; (9) Provide value for money by evaluating the costs as well as, the benefits of reward management practices and ensuring that they are operated cost effectively. (10) Achieve fairness and equity by rewarding people consistently according to their competence and contribution
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Performance linked reward plan at In todays modern business scnario Cash is not enough to recruit and retain top talent for your business. Providing an attractive benefits plan is just as important.As in formulating an effective reward plan the costs can be exorbitant and the choices overwhelming, yet ways can be finded to build a benefits program that works for your company. Here's performance linked plans for 3 different positions at H.R. manager It's critical to recognize just how important a competitive benefits package can be in recruiting the best staff possible. Gone are the days when salary in and of itself was lure enough. As the H.R. manager is the chief source, which determines the quality of workforce, which joins the organization. Managers performance reward plan should have following things to consider. Competitive organizations, whether they are big or small, with benefits programs will be able to attract employees away [from you] -- especially if you don't provide the most fundamental programs such as health care, disability insurance and things like that. It's almost mandatory,thse things are a must. The next step is to find out what your HR manager is looking for. It's possible that subsidized or free parking could be more important to him than life insurance. Give him a list of a dozen or so things that he can choose, and leave him room to fill in things. Commission on the efficient performance of the employees recruited by the HR manager should also be provided for as it will encourage him to recruit the best of the best workforce. .Most people want to know that they're covered when they go into the hospital. So two essentials for every plan: medical coverage and a retirement plan. Other coverage such as dental, disability and life insurance often are considered extras, hence these things should be taken care of. Retirement plans offer an opportunity to hang onto valued employees. The company should offer to match or contribute some additional portion to what your employees put in, with the stipulation that the money will mature over a certain period of time. Other plans:.
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1.High deductible plan. Offer to help with medical costs once they go beyond a certain amount, such as Rs10,000. this approach will cut down on the administration expenses and reduce the overall costs of the plan. 2. Cafeteria-style benefits. Here, employees pay for the benefits that they want on a pretax basis. The only costs that you will have to deal with are administrative. It is a type of compensation which refers to compensation programmes that allowemployees to choose what type and how much of each reward is desired during the coming year. This programme is based upon the assumption that every employee's needs are different and he has flexible arrangements that meet individual needs, and for that he is permitted to select that combination of rewards that is most attractive to him.Cafeteria benefit plan also called smorgasbord benefits plan is any program that permit employees to choose their fringe benefits within the limits of the total benefits dollars for which they are eligible. This helps each employee to have, in effect, his own individualized benefit program
3. Split the cost. Another effective strategy is sharing the cost of essentials -- such as medical care and retirement -- between the company and its employees. Extra coverage such as disability and life insurance are available at the employee's expense.
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Operations Manager For Operations manager Rewards Strategy should contain four key components to attract, motivate and retain the best talent available in the marketplace: Compensation: should offer its oprations manager a competitive pay package that provides: - Compensation for satisfactory work (base salary, merit pay); - Short and long-term incentives for achieving strategic business objectives; - Rewards for specific individual or team achievements (bonuses, awards). This compensation for an operations manager is determined by different considerations: Internal value of an individual's position. To ensure internal equity, positions of similar or equal responsibility will be grouped in the same salary range or band. Individual performance, as measured by the annual Performance Development Process (PDP), which identifies individuals who should be considered for higher levels of responsibility and pay should be used in implementing the reward system for operations manager. Business performance, as measured through strategic business goals, such as optimal production or per labour output (labour productivity ) should be used to reward the operations manager. Operations manager should provided private benefits that supplement or enhance mandatory plans available in the various locations where do business. programs should serve two main objectives: (1) To protect employees from risks (sickness, accidents, disability) that may result in substantial economic loss; and (2) To provide employees with retirement benefits (pension plans, savings plans, retiree health care) that offer economic security after employment. Oprations manager should also be given variety of benefits choices and to deliver these benefits ina tax-effective, economical manner. believe in helping employees develop to their utmost potential. Given the unique nature of Operations manager, primary source of talent- so cannot rely on external recruiting as a have to develope those critical skills internally.
Operations manager should be rewarded for his team as well.To that end, will recognize and reward teamwork, excellence and innovation, and should provide for opportunities consistent with their contributions. Oparations managers Performance should also be measured in ways which that encourages reasonable risk-taking, foster an awareness of personal accountability, and support standards and competencies consistent with his position.
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Sales manager A sales manager should be rewarded in the following ways:(i) Direct compensation, and (ii) Indirect compensation. Direct compensation shouls include the basic salary or wage that the individual is entitled to for his job, overtime-work and holiday premium, bonuses based on performance, profit sharing and opportunities to purchase stock options, etc.and Indirect compensation which includes protection programmes (insurance plans,pensions), pay for time not worked, services and perquisites. But these are maintenance factors rather than reward components Since they are made available to all employees, irrespective of performance, hence these can be treated as appetizers of the reward system. The main reward system with respect to the performance of the Sales manager should be based on the following points: He should be rewarded with respect to the increase in sales in sales under his territory. The sales manager should be given a share in profit, which has occurred under his capacity. Bonus and certain fringe benefits should be given to him as per his performance. The sales manager should also be rewarded for the efforts of his team, as it is the leader who make an efficient team, an effective one, hence the sales manager should be rewarded along with his team for their effective performance. Cafeteria style of compensation programme and stock option scheme should also be provided to the sales manager as he is one of they key managerial personnel of the organization. intrinsic motivation should be usedas reward for sales managers performance.He should be given more responsibility (feeling the work is important and having control over one's own resources), freedom to act, scope to use and develop skills and abilities, interesting and challenging work and opportunities for advancement. The concept of empowerment is strongly influenced by this aspect of motivation which would encourage him to perform even better in future.
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Conclusion
A compensation framework that supports a long term strategic vision for compensation and implements new initiatives, will provide the needed direction, changes will involve moving towards solving special salary problems using innovative concepts. In todays hypercompetetion the way we do compensation is undergoing major change towards a more flexible and timely corporate compensation systems. The new system should increase delegation to managers and should be driven by the business needs of the organisation. It will be faster, more efficient and eliminate duplication, focus on a long term approach to compensation management. Move from being highly centralized to a decentralized approach whereby senior mangersl have increased authority to make decisions. Integrate compensation with the other areas of human resource management. And Emphasize transparency, monitoring, reporting and accountability. The vision for compensation should assist the organisations in attracting and retaining key employees.Managers should have more accountability for the compensation of their employees, and will be profiled with the required tools, systems and support. Senior mangers will approve, within the framework, exceptional compensation changes, based on sound business decisions. Senior managers should also have authority to approve the classification levels of pre-identified jobs within their organization. Most companies have some form of incentive plan. However, one of the most frequent comments heard is that the employees aren't performing any better with the incentive plan than they were before. To provide effective motivation, incentives must: 1. Flow from the business process 2. Provide sufficient opportunity to retain attention 3. Directly link actor and the action 4. Be timely Most plans out there violate at least one, and often all four of these rules. Pay has the potential to drive performance in the best companies, it does. However, too often, pay is designed in a vacuum, without focus on either the underlying objectives of the company or the actions employees can actually control to achieve those goals. Compensation must be seen as part of the total business process to be successful. Theformer are those that an individual receives for himself. They are largely a result of the job that the worker does.The techniques of job enrichment, shorter work weeks, flexible work hours, project structures,and job rotation can offer intrinsic rewards through providing interesting and challenging jobs,and allowing the worker greater freedom. On the other hand, the latter rewards refer to direct compensation, indirect compensation, andnon-financial rewards.Controversy prevails over the issue of 'money' only motivates the individual. The supporters of the view say that money is potentially an effective motivation. For example: "Money may potentially be an effective motivator, regardless of the level one has attained andthe organization or the amount of money he is earning." "Money does appear to have a good deal of symbolic value, and it does mean different people having differing biographies or backgrounds of training and experience."
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"For some people, money can be instrumental in satisfying esteemed and recognition need as well basic physical needs. Motivating people with financial rewards is not a picker's game.A company must be willing and able to give certain employees very large raises and/or bonuses if pay is to motivate performance. If a company cannot afford to do this, or is not willing to do so, it should probably forget about using pay to motivate performance." "Pay in one form or another is certainly one of the main-springs of motivation in our society. The most evangelical human relationist insists it is important while protesting that other things are too (and are perhaps in his view) nobler.It would be unnecessary to belabor the point if it were not for a tendency for money drives to slip out of focus in a miasma of other values and other practices. As it is, it must be repeated: Pay is the most important single motivator used in our organized society". Contrary to these observations, Allen Port observes: "Money incentives alone do not bring the desired motivation. Employees in an industry are not 'economic men' so much as they are 'ego men.' What they want, above all else, is credit for work done, interesting tasks, appreciation, approval and congenial relations with their employers and fellowworkers. These satisfactionsthey want even more than high wages or job security." "Workers will normally respond to monetary incentives only to a certain point. Beyond that point money becomes ineffective as an inciter of action. This is for two reasons: (i) Money is not foreseen as having the ability to satisfy an urgent need. (ii) The worker may respond to money as a motivator if he believes the benefits will be greater than the expenses incurred by him. If the benefits perceived are less than the personal cost he will not respond to money as an incentive any further. In effect, a breakeven point is reached in which additional money earnings become marginal or even undesirable because of the efforts and conditions demanded to earn the added income." "Using money as a motivator may decrease intrinsic motivation. To use money and other extrinsic reward as effective motivators, they must be made contingent upon performance. "It may be summed up that a more reasonable interpretation would be that intrinsic motivation is increased by money if two conditions are met: (i) The monetary reward closely follows performance so as to be reinforcing, and (ii) The monetary reward is perceived by the employee to be a function of his work behavior. Further, it may be fair to conclude that pay holds motivational properties. However, the issue is considerably more complex than merely stating, "Money motivates."
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Bibliography Books/Magzines referred: Personnel management -C.B.Mamoria and S.V.Gankar Business today Hr Magazine Human Capital
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Industrial Project of Compensetation Management

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Industrial Project of Compensetation Management

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One of the main constituent of a successful organization in todays dynamic business environment is how well it handles its compensation

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BENEFITS FOR CURRENTLY EMPLOYED STAFF MEMBERS

Annual Benefits Statements

Family and Medical Leave

Long Term Disability Insurance

POLICIES AND PROCEDURES

Category assigned at time of each severe weather/emergency condition event

SUPERVISORY PROCEDURAL INSTRUCTIONS

PERFORMANCE EVALUATION PROCESS

PERFORMANCE EVALUATION FORM 2003-2004

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PERFORMANCE EVALUATION PROCESS

PERFORMANCE LEVEL DEFINITIONS

OVERALL PERFORMANCE EVALUATION

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REWARDS AND RECOGNITION

PRESENT Job Title Job Code

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Skill Level Needed (advanced/intermediate/basic)

Time Used (per day/week/year)

Kneeling Crawling Reaching

Stooping/Crouching Standing Hearing/Listening

Lifting, maximum weight Other (specify):

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