HUMAN RESOURCES REVIEW - Chandeep Chhabra Q3, Financial Year 2015-16.

Slides:



Advertisements
Similar presentations
[Company Name] Business Plan.
Advertisements

Strategic Value of the HR Function Presentation by
Used with permission ©Mentor Plus 2014 All Rights Reserved How Does Your Company Keep Score?
Variable Pay and Executive Compensation
INTRODUCING THE CAREER MANAGEMENT PROGRAM Talent Focus: The Port Authority of the Future.
Organisation and Management in the Networked Era … a DMR Consulting perspective 30th October 2001.
Motivation and Empowerment
S ELECTION M ETHODOLOGY. What is a Talent Architect? Answer: Someone who attracts, develops, and retains talent.
Bankwide Service Recognition Program. 2 Why Service is Important Why Service? The need for M&T to differentiate itself from our competition –Higher levels.
McGraw Hill Case Study Grant Senter and James Paulsen Baylor University.
TRAINING AND COUNTINUOUS DEVELOPMENT
Assessment GroupDepth of analysis and clarity of issues (4) Contextuality Practicability, Novelty of recommendtns (4) Quality of Presentation (Consistancy.
HR Tools in Managing Knowledge Elena Dojranska Slabev HR & Administration Director September, 2007.
SPE Engagement Survey Results Summary Digital Media Group Masek November 2012 Confidential 1.
People Health Audit Frank Newman, C.H.R.L. Newman Human Resources  35 years HR experience  Finance Industry, Pharmaceutical Manufacturing, Semi-Conductor,
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 20 Strategy, Balanced Scorecards and Incentive Systems.
Copyright © 2011 by The Hartford. Confidential. All rights reserved. No part of this document may be reproduced, published or posted without the permission.
 HRM Planning Procedure  Kudler Fine Foods Recruit Interview Selection Hire Staffing.
Leadership Pulse™ Total Rewards: Cash and Non-Cash Compensation Dr. Theresa M. Welbourne Preliminary Report November, 2007 the measure of your success.
CREATING TRANSFERRABLE WEALTH THROUGH STRENGTHS AND ENGAGED MANAGEMENT Jim Downing, PhD Executive Leadership Resources, Inc. January 2, 2013.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.13–1 Effective Incentive Plans Figure 13–1.
Total Strategic Compensation Human Resource Management.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
© 2007 Towers Perrin Does being a Top Employer make a difference in employee engagement? How - And Why - Top Employers Are Building An Oasis for Talent.
Linda Bounds V.P. Financial Services MidwayUSA Workforce Engagement.
© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.12–1.
Gaining the Commitment of Others. AchieveGlobal Canada Operating in Canada since 1964 Research Based Training in: Leadership and Management Development.
Designing and Executing Effective Safety Incentive Programs.
Reward management is : Development, Implementation, Maintenance, Communication and Evaluation of the reward processes. These processes deal with assessment.
POINT OF SERVICE COLLECTIONS OUR JOURNEY Scripps Memorial Hospital Encinitas May 4, 2015 Bessie Bennett, Access Manager - SMHE.
2010 Results. Today’s Agenda Results Summary 2010 CQS Strengths and Opportunities CQS Benchmarks Demographics Next Steps.
Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall.
Advances in Human Resource Development and Management Course code: MGT 712 Lecture 14.
Leadership California State University Sacramento Presented by Jeff Szczesny.
Performance Reviews that don’t suck Keith Fuller IGDA Leadership Summit 2015.
P AY DELIVERY ADMINISTRATION Jayendra Rimal. I NTRODUCTION Employees develop an unique view of the relationship between pay and assigned job, pay and.
COMPENSATION © Nancy Brown Johnson, 2000 Why do we have follies? We like objective measures Visible behaviors Hypocrisy Emphasize morality or equity.
High Performance Work Systems (HPWS). HR Alignment Planning and Job Design Recruiting and Selection Training and Development Performance Management Compensation.
BY LISA M. STARR WYNNE BUSINESS Creating the Ideal Spa Team Stvaranje toplicama idealan tim.
Nokia Executive Compensation. Nokia on Executive Compensation Nokia operates in the extremely competitive, complex and rapidly evolving mobile communications.
Chapter 5 Compensation & Benefits
‘RETAINING’- A CHALLENGE 4 THE ‘KEEPING COMPETENT EMPLOYEE’ IS A MAJOR CHALLENGE BECAUSE : 4 ISSUES IN RETENTION 4 RENDEZVOUS WITH DATA OF ETO %
Attracting, Developing, and Retaining Talent 1 Talent Architect:
McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 7-1 Chapter Rewarding Organizational Behavior.
Base Pay (Salary) Issues
© 2010 McGraw Hill Ryerson 1-1 COMPENSATION Third Canadian Edition Milkovich, Newman, Cole.
Chapter 7 Rewards and Performance Management
© 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.
Employee Compensation System. Compensation Nothing but the REMUNERATION package offered by the organization to attract the talented person for different.
Foundations and Evolutions
Pay for Performance A strategic approach to design Dermot Hand August 2012.
Retaining Top Talent AACRAO 2009 Conference Tandy Elisala.
Chapt. 4 – Organizational Structure Strategic and Tactical Compensation Issues.
HR REVIEW. WE DID IT….  Reward and Recognition  Compensation and Benefits.
Meaning of HRM Importance of HRM Objectives and Functions Role of HRM Duties and responsibilities of hrm Typical organization set up.
+ Understanding Canadian Business Chapter 11 Motivating Employees.
Computer Systems Company Limited Company Profile.
MOTIVATIONAL STRATEGIES BOH4M. WHAT DOES THIS MEAN TO YOU? “Management means helping people to get the best out of themselves, not organizing things”
Healthcare Organization Employee Experience Michael Mabanglo, PhD, LCSW February 16, 2016.
© 2017 Cengage Learning ®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. CHAPTER 12 Variable.
SaaS or a Customized Solution: Which is right for your recognition program?
Chapter 14: Performance Measurement, Balanced Scorecards, and Performance Rewards Cost Accounting: Foundations & Evolutions, 8e Kinney and Raiborn.
Reward Is a tangible one, such as increased salaries, commission, cash bonus, gain sharing, etc., to promote desirable behavior. Types 1. Intrinsic rewards:
WELCOME TO THE PRESENTATION
Compensation & Rewards
HRM – Training and Development Exercise
A CHALLENGING TASK KEEPING PACE WITH THE DYNAMISM OF CHANGE CUSTOMER
Total Quality Management in Engineering Part II – Continues from the previous Slides Sir. Eng. R. L. Nkumbwa™ © 2010 Nkumbwa™.
Presentation transcript:

HUMAN RESOURCES REVIEW - Chandeep Chhabra Q3, Financial Year

This financial year we worked on 2 key areas… Rewards & Recognition Compensation & Benefits

Classified and Confidential | 3 Rewards and Recognition Rewards & Recognition Future CEO (Quarterly) The Pioneers (Monthly) On the Spot (Monthly) Trainer’s Reward (Quarterly)

Classified and Confidential | 4 Rewards and Recognition Rewards & Recognition Future CEO (Quarterly) The Pioneers (Monthly) On the Spot (Monthly) Trainer’s Reward (Quarterly) John Daniel, Head AMZ 27% increase in the profit for AMZ 98% team satisfaction score in the recent employee survey “ Recognize leadership qualities & superior talent ”

Classified and Confidential | 5 Rewards and Recognition Rewards & Recognition Future CEO (Quarterly) The Pioneers (Monthly) On the Spot (Monthly) Trainer’s Reward (Quarterly) “ Recognize outstanding behavior of trainers that lead directly to the accomplishments of the organizational goals ” Inga Napper, SME Functional Training 20% increase in productivity of employees 60 batches with 6000 man-days covered Alph Eve, SBM on Communication Skills 39% increase in positive feedback 84 batches with 5040 man-days covered

Classified and Confidential | 6 Rewards and Recognition Future CEO (Quarterly) The Pioneers (Monthly) On the Spot (Monthly) Trainer’s Reward (Quarterly) Rewards & Recognition “ Recognize employees for their day-to-day efforts in Organizational development ” Duke Person, Project Lead, Delivery 100% projects delivered projects Zero escalations Zero delivery errors April 2015 Alma Steve, Senior Executive-HR 4 x increase in employee engagement activities May 2015 Frank Fule, Manager-Administration 35% decrease in administrative cost June 2015

Classified and Confidential | 7 Rewards and Recognition Future CEO (Quarterly) The Pioneers (Monthly) On the Spot (Monthly) Trainer’s Reward (Quarterly) Rewards & Recognition “ Recognize individuals who have made significant contributions and constant efforts towards the growth of business ” Algena Alton, Senior Media Manager 100% achievement on KRAs 25% raise in market presence with no increase in budget April 2015 Frero Pinto, Delivery Manager, Project $3 million of additional business with 5 years recurring revenue May 2015 Zero attrition in this Qtr. 99% escalations handled on time June 2015 Pal Kame, Delivery Manager

Classified and Confidential | 8 Compensation & Benefits Groways Consultants 27% Less CTC as compared to similar companies SalaryVariable Pay + CTC = ESOP + SalaryVariable Pay CTC += Old CTC Structure New CTC Structure

Classified and Confidential | 9 Compensation & Benefits A deep dive into how this going to look like… 36% Higher Does that mean increase in expenses? ESOP Valuation Profitability Employee Performance & Productivity It means increase in Shareholder Value!

Classified and Confidential | 10 Compensation & Benefits Timelines Go Live ! With new CTC Structure Jan 2016Mar MonthsApr 2016 Increments, Promotions & Bonuses announced Valuation Exercise for ESOP Plan ESOP Plan announced