Greetings to My Seniors CiteHR Champians Members,
I need your expert guidance.....
I am facing one serious problem…
We had recruited many seniors experienced employees on junior level.
For example:
The positions needs 3 to 5 years experience occupied by 12 to 15 years experience.
The positions needs 8 to 10 years experience is occupied by 10 to 15 years experience
The positions needs 5 to 7 years experience is occupied by 10 to 12 years experience
The positions needs 2 to 5 years experience is occupied by 8 to 12 years experience.
The positions needs 3 to 8 years experience is occupied by 12 to 15 years experience
Actually, our organization chart and job descriptions clearly states requirements of competencies and experience as well as salary grade for particular position.
- Most of the people over the years have remained stagnant and become over experienced for the position they are holding at present.
- During the course of time newly recruited employees been offered more salaries than their grades and salary range fixed for the grades.
- Newly recruited employees were over qualified and experienced that is why they were not only paid higher salaries but also cross salary levels deserved by their job position.
- If we recruited 10 years experience candidate in place of 3 years Job experience Position, we have to pay for his 10 years experience as per market whereas his job position input to organization remain 3 years experienced level because his excess 7 years experience is not relevant to our organization.
There are some jobs which were required 10 to 12 years occupied by 3 to 5 years experience and placed into higher pay grades of 10 to 12 years experience.
Similarly 8 to 10 years experience jobs been offered to 3 to 5 years resulting in overpayment just under presumption that according to company grade they should be placed in higher grades applicable to their job position.
There are Job Positions of Electrical Engineer: who is required experience in electrical installation of manufacturing plant with circuit breaker, switchgears and power load distributions as well as Generator set. Our Recruitment team has recruited person from Power Sector who was into power generation dealing with gas turbine, Transmission lines, Load Distribution, CTPT units and Transformers kind of jobs which are highly paid than normal electrical engineer into manufacturing…
Similar job anomalies in recruitment in experience cause almost 45% of the job positions.
I have recently joined this organization and submitted my analysis report to the management now management wants solution from me…
What shall I do now?
Please advise…
Captain
From Saudi Arabia, Riyadh
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3I need your expert guidance.....
I am facing one serious problem…
We had recruited many seniors experienced employees on junior level.
For example:
The positions needs 3 to 5 years experience occupied by 12 to 15 years experience.
The positions needs 8 to 10 years experience is occupied by 10 to 15 years experience
The positions needs 5 to 7 years experience is occupied by 10 to 12 years experience
The positions needs 2 to 5 years experience is occupied by 8 to 12 years experience.
The positions needs 3 to 8 years experience is occupied by 12 to 15 years experience
Actually, our organization chart and job descriptions clearly states requirements of competencies and experience as well as salary grade for particular position.
- Most of the people over the years have remained stagnant and become over experienced for the position they are holding at present.
- During the course of time newly recruited employees been offered more salaries than their grades and salary range fixed for the grades.
- Newly recruited employees were over qualified and experienced that is why they were not only paid higher salaries but also cross salary levels deserved by their job position.
- If we recruited 10 years experience candidate in place of 3 years Job experience Position, we have to pay for his 10 years experience as per market whereas his job position input to organization remain 3 years experienced level because his excess 7 years experience is not relevant to our organization.
There are some jobs which were required 10 to 12 years occupied by 3 to 5 years experience and placed into higher pay grades of 10 to 12 years experience.
Similarly 8 to 10 years experience jobs been offered to 3 to 5 years resulting in overpayment just under presumption that according to company grade they should be placed in higher grades applicable to their job position.
There are Job Positions of Electrical Engineer: who is required experience in electrical installation of manufacturing plant with circuit breaker, switchgears and power load distributions as well as Generator set. Our Recruitment team has recruited person from Power Sector who was into power generation dealing with gas turbine, Transmission lines, Load Distribution, CTPT units and Transformers kind of jobs which are highly paid than normal electrical engineer into manufacturing…
Similar job anomalies in recruitment in experience cause almost 45% of the job positions.
I have recently joined this organization and submitted my analysis report to the management now management wants solution from me…
What shall I do now?
Please advise…
Captain
From Saudi Arabia, Riyadh
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Hello Captain,
No luck today... People are busy responding to:
[IMG]https://www.citehr.com/images/misc/tag.png[/IMG] No Profit, We are working hard! Help me
Boss Proposed me
Moreover, your subject is totally not understood by most members. Because they don't know:
What job description has to do with salary grades and
What experience and qualifications matter in deciding salaries.
If someone is overqualified or underqualified, salary has no connection. It's a matter of how you project your salary and bargain in salary negotiations in interviews is practice.
Salary grade business is a farce in India.
Actually, you are discussing some meaningful practices in Western countries:
- Salary Grades
- Job Positions with proper salary Grades
- Job Descriptions with proper Qualifications & Experience
- Application of Job evaluation Methods to fix the salary
- Regular Salary Surveys to update salary grade structure
All this mechanism does not work in India; it's horse trading HR in salary negotiations. Qualifications & Experience have no meaning because fresh graduates of IIM, IIT draw more than three to four times the salary of over 10 to 15 years Executive in Banking, Manufacturing, or Government Companies.
Experience or qualification does not fix the salaries.
This is beyond these people's understanding and knowledge... You have posted on the wrong site... with the wrong people...
Rashid
From Saudi Arabia
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No luck today... People are busy responding to:
[IMG]https://www.citehr.com/images/misc/tag.png[/IMG] No Profit, We are working hard! Help me
Boss Proposed me
Moreover, your subject is totally not understood by most members. Because they don't know:
What job description has to do with salary grades and
What experience and qualifications matter in deciding salaries.
If someone is overqualified or underqualified, salary has no connection. It's a matter of how you project your salary and bargain in salary negotiations in interviews is practice.
Salary grade business is a farce in India.
Actually, you are discussing some meaningful practices in Western countries:
- Salary Grades
- Job Positions with proper salary Grades
- Job Descriptions with proper Qualifications & Experience
- Application of Job evaluation Methods to fix the salary
- Regular Salary Surveys to update salary grade structure
All this mechanism does not work in India; it's horse trading HR in salary negotiations. Qualifications & Experience have no meaning because fresh graduates of IIM, IIT draw more than three to four times the salary of over 10 to 15 years Executive in Banking, Manufacturing, or Government Companies.
Experience or qualification does not fix the salaries.
This is beyond these people's understanding and knowledge... You have posted on the wrong site... with the wrong people...
Rashid
From Saudi Arabia
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I think it's always better to respond to the particular question raised by the member instead of expressing views on any other issue. Sorry to say, but I guess to discuss all this, make your own community and discuss. This site is not the right place for those people who only know how to pull others down. Look ahead, please.
Coming back to the actual post, well, I must say it's a good analysis. Even we have the same chart for our employees, and sometimes we do face problems. I think you need to work on your HR policy. Also, if possible, try to develop their competencies (I know it's a bit difficult) but sometimes necessary help.
We have also fixed the salary bands of the particular post as per market demand and supply. Those employees who have already crossed the maximum band level can't get a higher hike until and unless they develop and get promoted. We have also motivated them to learn other skills so that they can be transferred to other departments and get better positions as well.
In the end, we need to work for both the employer and employee's benefit. My suggestions may contain many loopholes, but I have just tried to help you out.
I will try to give better inputs next time. 👍
From India, Delhi
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Coming back to the actual post, well, I must say it's a good analysis. Even we have the same chart for our employees, and sometimes we do face problems. I think you need to work on your HR policy. Also, if possible, try to develop their competencies (I know it's a bit difficult) but sometimes necessary help.
We have also fixed the salary bands of the particular post as per market demand and supply. Those employees who have already crossed the maximum band level can't get a higher hike until and unless they develop and get promoted. We have also motivated them to learn other skills so that they can be transferred to other departments and get better positions as well.
In the end, we need to work for both the employer and employee's benefit. My suggestions may contain many loopholes, but I have just tried to help you out.
I will try to give better inputs next time. 👍
From India, Delhi
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Apologies Captain Saab,
Your post is of a too complicated nature for my small mind :confused::confused::confused: but let me see...
A person recruited for 3 years of experience and worked in the same position for 10 years. In other words, in 7 years, neither did he feel the need for a job change, nor did the management feel the need for a change; otherwise, this situation would not have arisen.
A person recruited for 3 years of experience but having 10 years of experience; it is the fault of HR who did not read the requirements properly.
A person recruited for 10 years of experience but having only 3 years of experience. Now, there is an assumption that in your case, a person having 3 years of experience in turbine and transmission line equals a person having 10 years of experience in electrical installation. Your organization must have analyzed this; the technical team must have analyzed it.
More to come after some time... I'm thinking.
From India, Pune
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Your post is of a too complicated nature for my small mind :confused::confused::confused: but let me see...
A person recruited for 3 years of experience and worked in the same position for 10 years. In other words, in 7 years, neither did he feel the need for a job change, nor did the management feel the need for a change; otherwise, this situation would not have arisen.
A person recruited for 3 years of experience but having 10 years of experience; it is the fault of HR who did not read the requirements properly.
A person recruited for 10 years of experience but having only 3 years of experience. Now, there is an assumption that in your case, a person having 3 years of experience in turbine and transmission line equals a person having 10 years of experience in electrical installation. Your organization must have analyzed this; the technical team must have analyzed it.
More to come after some time... I'm thinking.
From India, Pune
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n what ur trying to do is now like making a machinery work which is lying unused since years so u have to combat the rust n broken parts
From India, Pune
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From India, Pune
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Thank you very much, Ms. Vijeta and Mr. Ravi, for your insight.
Dear Vijeta, I ponder over your reply. First of all, I would like to know the following: What kind of pay bands are you using?
1) A Broad Band
2) A Wide Band
If an employee reaches the maximum limit of his grade, as you said, you freeze his salary. Then, how are you giving annual increments based on performance? If you don't pay, then it's not a fair policy and may cause low employee morale.
Well, after going through your reply and my past experience and expertise, I have reached the following conclusions and a new compensation strategy for my organization:
I will evaluate employees' past performance appraisals. Then, based on my job descriptions, I will conduct fresh job evaluations and align them to the grade structure, which will be updated as per current market salary levels.
Each job will be assigned new salary pay bands and spread so that they can be identified whether they are fitted in the appropriate place in the salary grade range.
This means whether minimum, median, or maximum; in other words, first quarter, second quarter, third quarter, or fourth quarter based on their performance and the current market price of the jobs.
Now, the real strategy will be:
To place core job positions and key job positions which are more strategic considering our long-term business strategy for retention of the best talent in my organization to prevent them from poaching or leaving, they will be placed in the third or fourth quarter in the maximum of their respective salary grades.
Some mediocre jobs of average utility, for example, support functions and service jobs like Assistants, Secretaries, Executives, and officers, which are available in abundance, can be placed on the lower side of the second quarter because if we lose them due to average market pay, the business strategy and targets will not be affected.
Similarly, low-end jobs like clerical and peons, unskilled office staff, will be placed in the first quartile so that they may not affect our overall business because they are not directly involved in the business process; even if these positions are kept vacant, it will not affect the business.
Once this model is accepted, we can review all job positions and recruit and retrench surplus and non-performing redundancies.
What's your take on the above? Please give me your feedback.
Kind regards,
Captain
From Saudi Arabia, Riyadh
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Dear Vijeta, I ponder over your reply. First of all, I would like to know the following: What kind of pay bands are you using?
1) A Broad Band
2) A Wide Band
If an employee reaches the maximum limit of his grade, as you said, you freeze his salary. Then, how are you giving annual increments based on performance? If you don't pay, then it's not a fair policy and may cause low employee morale.
Well, after going through your reply and my past experience and expertise, I have reached the following conclusions and a new compensation strategy for my organization:
I will evaluate employees' past performance appraisals. Then, based on my job descriptions, I will conduct fresh job evaluations and align them to the grade structure, which will be updated as per current market salary levels.
Each job will be assigned new salary pay bands and spread so that they can be identified whether they are fitted in the appropriate place in the salary grade range.
This means whether minimum, median, or maximum; in other words, first quarter, second quarter, third quarter, or fourth quarter based on their performance and the current market price of the jobs.
Now, the real strategy will be:
To place core job positions and key job positions which are more strategic considering our long-term business strategy for retention of the best talent in my organization to prevent them from poaching or leaving, they will be placed in the third or fourth quarter in the maximum of their respective salary grades.
Some mediocre jobs of average utility, for example, support functions and service jobs like Assistants, Secretaries, Executives, and officers, which are available in abundance, can be placed on the lower side of the second quarter because if we lose them due to average market pay, the business strategy and targets will not be affected.
Similarly, low-end jobs like clerical and peons, unskilled office staff, will be placed in the first quartile so that they may not affect our overall business because they are not directly involved in the business process; even if these positions are kept vacant, it will not affect the business.
Once this model is accepted, we can review all job positions and recruit and retrench surplus and non-performing redundancies.
What's your take on the above? Please give me your feedback.
Kind regards,
Captain
From Saudi Arabia, Riyadh
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