Ce diaporama a bien été signalé.
Le téléchargement de votre SlideShare est en cours. ×

Hrm strategic plan(learning intervention)

Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité

Consultez-les par la suite

1 sur 47 Publicité

Hrm strategic plan(learning intervention)

Télécharger pour lire hors ligne

In smaller organizations, project based practices are usually easier to implement, require a minimal budget and yet contribute to the process of organizational change toward sustainability.

In smaller organizations, project based practices are usually easier to implement, require a minimal budget and yet contribute to the process of organizational change toward sustainability.

Publicité
Publicité

Plus De Contenu Connexe

Diaporamas pour vous (20)

Similaire à Hrm strategic plan(learning intervention) (20)

Publicité

Plus récents (20)

Publicité

Hrm strategic plan(learning intervention)

  1. 1. HRM Strategic Plan Learning Intervention 2020-2023 SUPERVISED BY PRESENTED BY DR. REHAM H. MOAWAD LAMEES H. EL-GHAZOLY
  2. 2. Purpose of Business Strategy TO MAKE INFORMED BUSINESS DECISIONS VIA DEFINED REPORTING TO ENHANCE MARKET SHARE TO 35%, BY 2021. TO BUILD A MANAGEMENT SYSTEM FOR THE BUSINESS. TO MAKE INFORMED BUSINESS DECISIONS VIA DEFINED REPORTING & ANALYSIS, TO CORPORATE BEST PRACTICES. & ANALYSIS, TO CORPORATE BEST PRACTICES Marketing & Business Performance COMPANY BACKGROUND Company Description About the Owners. Industry Description. Item 1 Item 2 Item 3 Item 4 40 30 20 10 0 Market Share 20% Net Profit 25% 4,643,000
  3. 3. Mission Bridge Egypt construction service will continuously, Deliver Value and Quality in every product with the fastest service in the industry with competitive prices and Improve the quality of the local product to prove that the Egyptian product has the international standards of manufacturing the building accessories. In addition to, credible and commit to long term and healthy partenerships. Vision By staying true to this mission, we will realize our vision of being the supplier of choice for our contractor customers and being known as the biggest company in Africa and Middle East. “Create and nurture positive Employee & Customer Relationships”. Philosophy
  4. 4. Integrity Taking personal and professional responsibility for our actions, maintaining a consistently high level of performance. To have a clear vision of our goals and find the best solutions with fewest steps to achieve maximum efficiency in each product, function and company. Honesty & trust are central to guide each daily decision to take to assure the best interest of our partners internally & externally. Accountability Efficiency Core Value
  5. 5. Company has a Day-to- day operation can’t consider as a strategy, the transformation It may not that easily. The leadership team does not have the key priorities. They are trying to do 100 things, rather than do 15 critical things well. Unclear Vision & Strategy The employees don’t have a clear understanding of what their responsibilities and role in it.” Internal & individual equity issue. Job Titles & Total Rewards are not based on driving the change we need. Lack of Organization Alignment The strategic, operational, & financial plans are not Conflict makes the team Resources may not be aligned.” spend too much time & effort creating plans instead of getting value from the planning process. allocated again priorities & the company’s best opportunities.” Disjointed Planning &Processes Conflict between employees due to the absence of the board’s leadership skills & the lack of a clear system. Data is of poor quality & Unskilled employees there is no exciting to reports or e-mail to communicate asked to do “one-man show” Inability to Adapt Performance Current Situation
  6. 6. STRENGTH Supplier for major companies & government projects. Accreditation certificates. Reputation. Quality of products. Relation network Quality of service Product knowledge. WEAKNESS Lack of leadership skills Lack of management depth Internal equity issues Pay Rate Gap Team conflict Rushing to make a decision Cash flow Shallow skills base Competitor cuts prices Missing to managerial expertise OPPORTUNITIES New product. Diversify of business Enter new market. Customer loyalty. Market segment Product development Advantage of new trends Encouraging small business New channels of importing. Learning and Development THREATS Value chain climbing Competitor cuts prices Risk of importing New entry competitor. New technology. Inflation and changes in consumer demand Row material's price Loss of major customers. Loss of suppliers. Trading relationships
  7. 7. Grant support for small businesses. Trading Relationships & Changes of taxes. The war between the USA & China is slowing down the import process. Political Factors Row material's Price. Decline of the interest rate in Egypt. The expected impact of the abolition of the customer dollar in Egypt. Inflation & changes in consumer demand. Economic Factors Demographic trends. The impact of Lacking of quality & efficiency of technical education out-puts. Attitudes toward any products imported from China Social Factors Emerging technologies & Productivity-improving tools. Variety of digital marketing channels (LinkedIn, Facebook….) Technological Factors P E T S
  8. 8. Yes INCREASE SALES REVENUE COST LEADERSHIP INCREASE SHAREHOLDER- VALUE TRAINING BOARD LEADERSHIP SKILLS NEW HIRING DEVELOPING & SUSTAINING EMPLOYEE ENGAGEMENT. PRODUCT DEVELOPMENT Improve management KPIs LOGISTICS’ TRANSPORTATION TRUCK BIGGER WAREHOUSE IMPROVE EFFICIENCY & PRODUCTIVITY INCREASE MARKET SHARE MARKET SEGMENT NEW PRODUCTS INCREASE CUSTOMER- RETENTION Strategic Road Map Align employees with strategy FINANCIAL PERSPECTIVE CUSTOMER PER- SPECTIVE INTERNAL- BUSINESS- PROCESS PERSPECTIVE LEARNING AND GROWTH PER- SPECTIVE
  9. 9. Increase storage capacity Increase productivity Increase product availability New market. Decrease transportation costn & Objectives Express delivery. 50% increasing of Inventory Measures Turnover by 2020 Increase Storage capacityby:50% -2020 Target Apply value stream to processes. New product segmentation Logistics’ (transportation truck & New resources of importing. New suppliers. Initiatives warehouse. WS:29% Objectives Enhance Sales Revenue by: 2020: 20.400.000. Sales Revenue Warehouse turnover Measures Target Net profit by 20%-2020 Gain market share. New market segment. Reclaimed materials Lower value bulk materials. Initiatives WS:40% Increase customer Segmentation Reach content website Customer Loyalty Objectives Employees Productivity Number of Accounts: 50 Accounts by 2020 Measures Increase Accounts by: 20% - 2020 Target Outreach E-mail, digital marketing(LinkedIn&Facebook). Well- designed catalogue. Initiatives WS: 10% Training programs &OJT. Sharing experience. Ideas Market research report. Objectives Employees' Performance Appraisals. Productivity. Measures Employee Satisfaction Decrease turnover Percentage. Increase employees capabilities. Target Adapt learning techniques. Provide training on process Develop leaders into Initiatives improvement tools. procesimprovement Facilities. WS:55% Balance Scorecard
  10. 10. Products&Services Building and Plaster Accessories Fixing Gun Systems Maintenance of gun systems, in sites if need it. Training for workers includes (how can they use the gun system, safety roles, and how can they do quick maintenance if they need). Affording spare parts of Gun systems Services Description
  11. 11. Acceptable price range with avenge quality of product High quality of services. Maintenance of gun systems, inside sites if need it. Product development (Fastening Gun Systems). Affording Training for workers about all the functions of Gun systems, & safety roles. Competitive Advantages
  12. 12. 1 2 3 4 6 7 5 Competitive Analysis products & services Price Quality of the products Selection Reliability & Stability Expertise Location 8 Advertising & Image
  13. 13. Strategies OverallPRODUCT Cost Leadership Strategy SERVICES Concentration Focus Quality Strategy OPERATION Mass Production Strategy CROPERATE Diversification Strategy HUMAN RESOURCES learning & developing Strategy MARKETING Paid advertising Strategy
  14. 14. BUSINESS ACTION PLAN MAY 2020 A large number of new suppliers Gathering a large number of suppliers at low prices and acceptable quality JUNE 2020 Bulk orders Take advantage of discounts through bulk orders to obtain a large amount of goods. FEBRUARY 2021 New import resources Searching for sources to import raw materials due to a change in PEST JUNE 2021 Search for an agency for insulation materials Search for a power of attorney for a foreign company to obtain the exclusive agency in Egypt
  15. 15. HUMAN RESOURCES STRATEGY TAKE THE BUSINESS TO NEW HEIGHTS
  16. 16. Gap Analysis Current workforce Lack of strategic plan Continuously altering a company direction. The company had no job descriptions. There are 14 positions, but only 4 jobs. Low employee engagement. Decreased productivity. High demand and short supply of certain skill sets. Loss of key skills and experience. Gaps between talent capabilities and business goals. Desirable workforce Provide long-term strategic plan Workforce champion in business. Conduct Job Analysis (JDs and Job Developing managers' workforce Performance Appraisal and Provide HR and Line Managers working Conducting skills inventory. Leadership skills course Increased training and recruiting need. specifications). and planning skills. Feedback together to understand future people needs. Recruit the highest quality staff and support their retention.
  17. 17. Enhance the Boards’ Leadership HR Priorities & Practices for Cost Leadership Strategy. Performance improvement Hiring the right people Competitive pay and benefits Over- all cost leadership Limited Budget
  18. 18. Target AgeTarget Life Stage •HRM Performance Achieving Business Result DevelopingLeadership Coaching HRM Performance Assessing Conceptual & Division Making Communication Organizational Know-how Teamwork Personal Effectiveness HRM competency Model
  19. 19. THE FORMULATION OF HRM POLICIES Equity Quality of Working Life Performance Working Conditions Organization Learning Values Expressed in the HRM General Policy:
  20. 20. Employees are fit to contribute to their maximum capability HRM Objectives 80%of employees who engage in a corporate well-being program (diet, stress). Provide training & educational opportunities for employees HRM Metric lower absenteeism Improved productivity Business Value WS:5.2% Employees understand & Provide accurate & reliable HR data through regular managementnreporting to HRM Objectives behave in line with corporate value. facilitate decision making 100% of employees trained in value and ethics 90% of employees responses in survey employee support of the company's value. HRM Metric Business Value Mitigation of risk due to unethical behavior by employees. Improved corporate reputation & trust. WS:13.6% Recruitment is based on specific role which is related to the position requirements. Description All that exceeds his job duties is due to approval or rejection principles. HRM Objectives 100% of new & existing positions have specific Job Description which provided by each Head of Department according to the department's needs and HR Manager. HRM Metric Improve the efficiency. Increase employee retention. Business Value WS: 10.2% Compensation is driven by equal opportunity. Compensation is linked to sustainability performance. HRM Objectives Employees' Performance Appraisals. Productivity. HRM Metric Ratio of base salary. 75% of employees with sustainability targets in annual Business Value work plan. WS:14.4% Sustainable HRM Scorecard Values & Ethics Recruitment Compensation Well being Development Invest in people. HRM Objectives 80%of employees who engage in a corporate well-being program (diet, stress). Provide training & educational opportunities for employees HRM Metric Shareholder value. Increase sales revenue. Improve productivity. Business Value WS:20%
  21. 21. INCREASE SALES REVENUE CUTTING COST INCREASE SHAREHOLDER- VALUE ALIGN PERFORMANCE WITH STRATEGY GOALS TRAINING BOARD LEADERSHIP SKILLS DEVELOPING & SUSTAINING EMPLOYEE ENGAGEMENT. INCREASE CAPABILITY INCREASE QUALITY OF MANAGEMENT IMPROVE COMPENSATION STRUCTURE IMPROVE EFFICIENCY & PRODUCTIVITY DEMOGRAPHIC NEW SALES STAFF INCREASE INNOVATION INCREASE EMPLOYEES- SATISFACTION Strategic Road Map IMPROVE MIDDLE MANAGERS’ MANAGERIAL SKILLS ATTRACT TALENTED Required HR Policies & Practices HR STRATEGIC/FIN ANCIAL PERSPECTIVE CUSTOMER PER- SPECTIVE INTERNAL- BUSINESS- PROCESS PERSPECTIVE LEARNING AND GROWTH PER- SPECTIVE Supportive, outsource training programs, high- performance practices
  22. 22. Helps the company reach its goals. Ensures effective utilization & maximum development of human resources. Identifies & satisfies the needs of individuals Achieves & maintains high morale amonem ployees. Provides the organization with well- trained & well-motivated employees Enhances employee capabilities to perform the present job. Objectives Appraisal of performance of employees. Sales Revenue. Measures Increase employees' capacity by: 50% -2020. Develop Boards' Members Leadership skills. Target Conduct an effictive manpower planning. Recruitment, selection & Training & development of employees. Initiatives placement of personnel. WS: 29% Cost Leadership. improve the efficiency of workforce. Objectives Cost per hire. Time of hiring. Measures Target Net profit by 20%-2020 Integrate inclusion into all HR policies & practices. Promote the benefits of talented workforce Initiatives WS: 30% Talented Workforce; Innovation Objectives & creativity. Employees Productivity Experienced Talented Staff Employees engagment level. Measures Optimal staff by: 20%- 2020 50%- 2021 90%- 2022. Target Attract and hire a divers talented & engaged workforce. Develop talented & engaged workforce to meet the needs of customers. Initiatives WS: 10.8% Improve Training output . Sharing experience. Increase current employees’ capabilities & productivity. Employees Engagement; provide positive Feedback & a healthy work environment. Objectives Employees' Performance Appraisals each 6 months Productivity. 360 Feedback. Measures Employee Satisfaction Decrease turnover Percentage. Increase employees capabilities Foster an environment where employees feel valued. Encourage employees to seek opportunities for continuous improvement. open communication. Target Adapt learning techniques. Provide training on process Develop leaders into Initiatives improvement tools. procesimprovement Facilities. ws: 55.2% HRM Balance Scorecard
  23. 23. Conduct the first performance appraisal for The Boards, Middle Managers, Administration & Sales- Men. HRM & Departments' Directors 1-12 TO 1-21-2020 14 employees on- time performance Participation in Staff & Directors Appraisal. appraisal. participation 360 feedback. KPIS Job rotation for 2 Employees. HRM & Direct Manager 2-2 TO 3-2-2020 Complete training. Participation in program. 80% Align training with strategy. KPIS Board's leadership training Program. Outsourcing Trainer & HRM Cost: 10,000LE 2 DAYS FROM STARTING DATE 7-1-2020 Bridge Egypt's HR Action Plan Limited budget 1% (23,215) Staff participation feedback KPIS
  24. 24. Complete Managerial Skills Training Program for 50% from Middle Managers. Outsourcing Trainer & HRM Cost : 7000 LE 2 DAYS FROM STARTING DATE 7-1-2020 Participation in program KPIS Participation in 50% increase Reduce program. Employees engagement miscommunication KPIS Employees' Team Building Program. HRM PER ONE DAY 8-1- 2020 Capability Improvement. KPIS Marketing Specialist. Personal Assistant. Internal Hiring: Job Transfer for 2 Jobs 1. 2. HRM & Business Development Manager 2 DAYS FROM STARTING DATE 7-1-2020 Bridge Egypt's HR Action Plan CON.
  25. 25. An Office Manager. 3 Sales-Men. Part-Time Digital Marketing Specialist. Warehouse Supervisor. Truck-Driver. Hiring the following Positions: 1. 2. 3. 4. 5. HRM through outsources Employment' Groups (social Media) or Word of Mouth. WITHIN 30 DAYS 7-1 TO 8-1-2020 Cost per Hire Post to hire onboard time KPIS ziro COST Hiring Technical Office Engineer Hiring the following Position: 1. HRM through outsource (LinkedIn Job Board) WITHIN MAX 30 DAYS 7-1 TO 8-1- 2020 14 employees on- time performance Appraisal. Participation in appraisal. Staff & Directors participation 360 feedback. KPIS 3500 LE COST Conduct the second performance Appraisal for The Boards, Middle Managers, Administration & Sales-Men. HRM & Departments' Directors 11-1 TO 12-1- 2020 Cost per Hire Post to hire to onboard time KPIS Bridge Egypt's HR Action Plan CON.
  26. 26. "Focus on the 5 percent who deliver 95 percent of the value"
  27. 27. Workforce PlaningW O R K F O R C E R E A D I N E S S The key I D E N T I F Y H I G H P E R F O R M I N G I D E N T I F Y H I G H P O T E N T I A L I N D I V I D U A L S I D E N T I F Y T R A I N I N G N E E D S
  28. 28. Analysis of the current formation of the workforce Qualitative Learning & development needs. Employee engagement. Work life stages. (new to the workforce, early -, mid-, end-career workers). Individual worker. Intentions to stay or leave. Quantitative Positions Positions Resignation Recruitment Diversity information; Job Descriptions & Employees' Data. Qualifications: Job Descriptions Skills: Job Description & Skills Inventory
  29. 29. Office Boy Marketing & Business Development Department Organizational Chart BRIDGE EGYPT Financial & Administration Department Financial Manager OPERATION DIRECTOR Warehouse Supervisor Marketing Specialist Sales ManagerOperation Manager HR Manager Marketing Specialist Digital Marketing Specialist Operation Department Sales DIRECTOR Sales Department Marketing & Business Development Director Accounting Manager Marketing & Business Development Manager HR Specialist Warehouse Supervisor Truck Driver Marga Dunlop Risk Manager Account Manager Personal Assistant Office Manager Key Account Manager Account Manager Account Manager Account Manager Account Manager Accountant Assistant
  30. 30. External Organizational Workforce Forecasting Flow Analysis for 2020 Supply Analysis Techniques INFLOW NEW HIRE 7 TOTAL 7 OUTFLOW TERMINATION 4 TOTAL 4 Current Staff 14 Identifying the Causes that will Drive Demand: The Managerial Judgment Forecasting HRM Demand Numbers of position 1 1 1 1 3 1 1 1 1 1 1 13 HR SPECIALIST WAREHOUSE SUPERVISOR TRUCK DRIVER KEY ACCOUNT MANAGER ACCOUNT MANAGER PERSONNEL ASSISTANT TECHNICAL OFFICE ENGINEER MARKETING SPECIALIST DIGITAL MARKETING SPECIALIST FINANCIAL MANAGER ACCOUNTANT ASSISTANT Human Resources NeedsDepartment Operation Sales Business Development Finance
  31. 31. 1 2 3 4 6 75 Familiarize with the Company & the jobs. Determine uses of job Analysis Identify jobs to be Analyzed Determine sources of job data Data collection instrument design Choice of method for data collection -Job Description. -Job Specication. -Job Performance standards. -Job redesign. -Designing HRIS. -Changing HR systems (e.g., compensation). Organization change(e.g., redesigning workow in plant. Job Analysis & Talent Management Process Phase 1 Preparation for Job Analysis Phase 2 Collection of Job Analysis Information Phase 3 Use of Job Analysis Information Phases of Job Analysis
  32. 32. Internal External Check resumes posted online. Selection which Candidate pool narrows until one person is selected to fill the role. Productive Interview. Extending the job offer. Job posting. Skill banks Employee referrals. Recruiting & Placement
  33. 33. Recruitment KPIs 3 MONTHS 80% 3000 LE 300 HIGH Long-Term KPIs Performance of hires Turnover of hires Absenteeism per hire. Training cost Short-term KPIs Time to recruit 7 Applicants. Selection/Acceptance rates. Cost per Applicant hired. Quantity of applicants. Quality of Applicants. BY 2020 75% BY 2021 85% BY 2022 100% 10-15% 10% 17,000 LE Recruits sources KPIs Recruiter KPIs Number of processed applications. Number of hires. Applicant reactions. Eventual success on the job by those hired by a recruiter.. 2 7 ACCEPTABLE SATISFIED 4000 LE 2000 LE 300 3.3% Sources KPIs Total cost. Cost per hire. Number of applicants generated. Yield ratios Cost of Recruitment The cost of Job Posting via LinkedIn per 3 months is: Qualified applicant/ total applicants = 10/300= 3.3%
  34. 34. Interview Stage Interviewers are usually trying to learn three things: First, HR want to know how the candidate behaved in a real-world situation. Second, they want to understand the measurable value he/she added to that situation. Finally, they are trying to learn how candidate define something like “pressure at work” — a concept different people might interpret differently…” Real case
  35. 35. Orientation Road Map Pre-Boarding Ramp up Orientation& Training Evaluation DAY5- DAY29 On-The-job Training . DAY 1- DAY 5 ✓ Review Role & Responsibilities ✓ Make introductions to key people & co-workers. ✓ Start training on individual tools ✓ Train on company Back ground, product & competition. DAY 30 Assess knowledge: ✓ Products ✓Competitors. ✓ Identify knowledge gaps THE DAY BEFORE FIRST DAY. Welcome email ✓Give instructions on office arrival. ✓Information about dress code. ✓ Information about Paperwork. HRM& Direct Manager. HRM HRM& Direct Manager. Direct Manager.
  36. 36. Re-conceiving The Challenge of Change Training, Training & Training
  37. 37. Strategic training development initiatives Objectives Diversify the learning portfolio Employee engagement. Expand who is trained. Accelerate the pace of employee learning. Improve customer service. Provide Development opportunities & communicate to employees. Capture and share knowledge. Align training with the company's strategy direction. Implications Facilitate information learning. Provide more personalized learning opportunities. Train customers & employees.Offer more training opportunities to Non-managerial. Identify needs & provide a high- quality Reduce the time to develop training programs. Ensure that employees have products & Ensure that employees have skill needed. Ensure that employees understand their roles and empower decision-making. Ensure that employees have opportunity to develop. Ensure that employees understand career opportunities & personal growth opportunity. Provide methods to make information available (website) Ensure that the work environment supports learning & transfer of training. Dedicate physical space to encourage teamwork, collaboration, creativity & knowledge sharing. Ensure that employees understand the importance of learning & managers, peers & directors of training development & learning. learning solutions. services knowledge.
  38. 38. Implications of business strategy for training KEY PERFORMANCE Efficiency. Productivity. TRAINING IMPLICATIONS Stress management Time management Cross-training Objectives Product Cost leadership ACTION Cost reducing. Market Segment Current skills develop work force Team building. Cross-training. OJT Improve qualityService Differentiation Focus Quality Corporate Diversification New Products. Innovation Creating new jobs w& tasks Integrate training Team building. Identify capabilities. systems
  39. 39. ORGANIZATIONAL TRAINING GAP Standard Long-term strategic plan. Strong infrastructure. Sufficient Resources for Training. Workforce champion in business. High level of Managers' Management skills. Performance Appraisal and Provide Feedback. Effective compensation and Benefit plan. Productive Workforce Board's with high level of leadership skills " If you believe that training is expensive, it is because you do not know what ignorance costs." Actual Lack of strategic plan Limited budget. Invest in products more than manpower Lack of performance standard. Low employee engagement. There are 14 positions, but only 4 jobs. Continuously altering a Company direction. High demand and short supply of certain skill sets. Absence of key skills & experience. Designing Effective Training Systems. Raymond Noel.
  40. 40. 1-5-2020 To 3-5-2020 Some of Line Managers Leadership Skills Training Methods Inputs Presentation Methods (Lectures) OJT, Job Rotation & Coaching Cognitive Return on investment. Building effective team. Strategic thinking Vision Communication management plan. New channels. Monthly Newsletter Schedule. New Accounts. Conducting email. Proper meeting with customers Leading change. Leading people. Business Acumen. Building coalitions leading people leadership Role. Management competencies Analyze data. Products & services Knowledge. Writing e-mail. Researching for new customer. Work closely with the sales team. brand awareness. Write a newsletter. Company's head office Company's head office Location Company's head office Outdoor meetings Participation Outsource -Sales Manager & Accounting manager Marketing specialist Trainees Training Source Training Content Duration outputs Board of directors 3 boards directors Presentation Methods( Lectures) 1-5-2020 TO 7-5-2020 Outsource Management Skills 1-5-220 T0 1-6-202 Marketing Role Marketing Manager Marketing Specialist HRM Training Plan 2020
  41. 41. 10,000LE -Long term plan. -Employees satisfaction. -Productivity Measurement Fees 7,000 LE Team performance. Employees Retention Number of new accounts
  42. 42. PERFORMANCE MANAGEMENT ENSURE THAT BOARD IS ADDING VALUE Aim of Performance Management Total quality management. • • Alignment to strategy. Resolve Appraisal Problems. Timing Performance Appraisal Forecasting Personnel Needs
  43. 43. PERFORMANCE PLAN Steps Objectives Direction Increase employees' en-engagement. Align the strategy goals. Conducting leadership training programs. Increase sales revenue by 20% by the end of 2020. Conduct annual training program to increase the per-formance (wherever arise) Ongoing performance monitoring. Ongoing feedback. Coaching & Support (Training) Setting SMART Goals Create healthy & Effective workplace. Improve leaders' productivity. Develop boards & line managers' leadership skills. Create Champion workforce Coaching & Support OJT training. Conduct Appraisal each 6 month BARS Method Assessing performance of the employeesPerformance Appraisal Continuous Improvement Correction Performance Employees' retentionRewarding
  44. 44. Systems thinking. Shared vision. Mental models. Team learning. Personal mastery. Everyone Wins through higher Employee Engagement & an Improved Competitive Position. Create A Learning Culture
  45. 45. Invest in people, not in ideas Total RewordsDIRECTCOMPANSATION IN -DIRECT Benifits
  46. 46. ESTABLISH MARKET- COMPETITIVE PAY PLAN Incentive Pay Plans Group Similar Jobs into Pay Grades Salary Survey Job Evaluation Point Method 1-Intuitive Approach 2-Compensable factors Fixed salary Short-term incentives (cash or stock bonuses) Long-term incentives (stock option) . Executive benefits & perks Sales Incentives Incentives for professional employees Individual Compensation Overview Salary & Commission Combinations Straight Salary Straight Commission Team Compensation Overview Price Each Pay Grade Wage Curve. Executive compensation Overview
  47. 47. thank you

×