LO members,
I have been following the thread on ranking, performance appraisals, and
pay. I have a real example of this to deal with next week. A small
government contractor client has just asked me to come in and discuss
developing a salary structure. This is driven by:
- employees have been asking for career paths and pay ranges tied to them
- they have grown from 16 to 31 employees in past year (at 9 locations) -
almost all of whom are relatively senior professional/technical types
- several folks in critical positions have demanded big pay raises rather
than the 4-7% they had planned (based on local merit raise info they had)
so they have had to pay some 15%+ raises to keep critical
positions/customers filled
- they see performance appraisals as now needing to be formal documents
used for pay purposes to keep themselves covered legally, meet employee
expectations.
- they see a need for norms to deal with expected continued rapid growth
at multiple locations in an equitable way
- the senior management/owners are from large corporations/government
agencies and want to build a 'great' company that is known for its
excellence.
I will not tell you what I am thinking of discussing/recommending as I
would be interested in your ideas and suggestions for this. I will tell
you that I am a human resources consultant who sees herself as a business
person first and focuses on meeting strategic goals with tailored HR
approaches and a minimum of administrivia and I have developed a range of
compensation programs.
hope this proves interesting as a case study.
patricia frame
Strategies for Human Resources StratHR4PF@aol.com
Strategies for Human Resources provides consulting services and management
support to help technology-based organizations match their strategy and goals
with effective human resource management practices. ph: 703/751-2832
fax: 703/461-3059
--StratHR4PF <StratHR4PF@aol.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>