[color=blue]Hi, our organization is thinking about implementing an incentive plan for the H.R Dept of our Organization..We are a 12,000 employee retail organization and the the hr dept is basically centralised except for 3 zonal wise divisions on major metros..
the central dept comprises of 25 employees and the total goes to around 50..
Please suggest me some parameters AND A PLAN for the incentive plan ABOUT HOW TO BEGIN AND GO WITH IT ?
From India, New Delhi
the central dept comprises of 25 employees and the total goes to around 50..
Please suggest me some parameters AND A PLAN for the incentive plan ABOUT HOW TO BEGIN AND GO WITH IT ?
From India, New Delhi
Hi sunil,
The major area where the incentive plan can be implemented in HR department is Recuritment.
since you are in retail industry,You can start up incentives as done in the consultances,Depending on no of empolyees recurited by the HR for the month.Incentive percentage can b fixed depending upon level like,entry, middle or manager level.
then you can implement in the area of reducing attrition....
Less the attrition, incentives can be given to the HR person.
Hope you get some idea..
From India, Varkkallai
2The major area where the incentive plan can be implemented in HR department is Recuritment.
since you are in retail industry,You can start up incentives as done in the consultances,Depending on no of empolyees recurited by the HR for the month.Incentive percentage can b fixed depending upon level like,entry, middle or manager level.
then you can implement in the area of reducing attrition....
Less the attrition, incentives can be given to the HR person.
Hope you get some idea..
From India, Varkkallai
Thanks a ton sangeet..I did got the clue from your reply but i would be more then greatful if you could elaborate upon the plan...For Ex, you said that incentives on no. and level of candidates recruited and then may be the attrition part....but my question was for the overall general plan as a part of the policy because in our H.R Dept we have guys working IN FOLLOWING AREAS
* RECRUITING
* JOINING FORMALITY & EXIT
* SELCTION (BASED UPON THE POST , FOR Ex:--> HIGHER THE POST
HIGHER GOES THE SELECTORS HIERARCHY)
i know even the personal and training are parts of the HR but we have independent Depts for them..
I am targetting upon an incentive plan which does'nt makes the strong the STRONGER and the WEAKER the weakest...but looks for an overall improvement for seniors, juniors and freshers as well....PLEASE HELP ME OUT ....THANKS ONCE AGAIN AND WAITING FOR YOUR REPLY...
* RECRUITING
* JOINING FORMALITY & EXIT
* SELCTION (BASED UPON THE POST , FOR Ex:--> HIGHER THE POST
HIGHER GOES THE SELECTORS HIERARCHY)
i know even the personal and training are parts of the HR but we have independent Depts for them..
I am targetting upon an incentive plan which does'nt makes the strong the STRONGER and the WEAKER the weakest...but looks for an overall improvement for seniors, juniors and freshers as well....PLEASE HELP ME OUT ....THANKS ONCE AGAIN AND WAITING FOR YOUR REPLY...
adding to what sangeet has said, along with the normal the following can be done for each of your departments as is applicable to them:
1) RECRUITMENT & SELECTION:
you can use the following metrics for measuring recruitment efficiency
a) improvement satisfaction index/ percentage satisfaction from the customer departments for who you are recruiting. based on your volume start a monthly or quaterly feedback system and use that data as to measure percentage improvement in the subsequent quarters/ months. USE MULTIPLE COMPONENTS IN THE FEEDBACK SUCH AS "satisfaction with the skill/ competency of the recruit, fit to job profile, and time to fill vacancies and hit rate.
b) improvement in time to fill vacancies in no of days can be a seperate criteria.
c) improvement in hit rate ( no. of people selected to no. of people interviewed)
2) JOINING AND EXIT FORMALITIES
here points a and c are difficlut to implement and may cause discontent but point b is a very effective means of improving your procedures:
a) satisfactions surveys for every person recuited regarding joining formalities.
b) noting down and registering complaints/ areas for improvement regarding joining and exit formalities and number of issued resolved.
3) satisfaction surveys for the exit procedure and percentage improvement in the same.
From India, Mumbai
1) RECRUITMENT & SELECTION:
you can use the following metrics for measuring recruitment efficiency
a) improvement satisfaction index/ percentage satisfaction from the customer departments for who you are recruiting. based on your volume start a monthly or quaterly feedback system and use that data as to measure percentage improvement in the subsequent quarters/ months. USE MULTIPLE COMPONENTS IN THE FEEDBACK SUCH AS "satisfaction with the skill/ competency of the recruit, fit to job profile, and time to fill vacancies and hit rate.
b) improvement in time to fill vacancies in no of days can be a seperate criteria.
c) improvement in hit rate ( no. of people selected to no. of people interviewed)
2) JOINING AND EXIT FORMALITIES
here points a and c are difficlut to implement and may cause discontent but point b is a very effective means of improving your procedures:
a) satisfactions surveys for every person recuited regarding joining formalities.
b) noting down and registering complaints/ areas for improvement regarding joining and exit formalities and number of issued resolved.
3) satisfaction surveys for the exit procedure and percentage improvement in the same.
From India, Mumbai
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Incentive Plan.xls
Incentive Plan policy-template s.doc