Dear Mr. Pawan Kumar
What is the strength available in the department?
How about creating new posts in between senior executive and manager. (Asst Manager, Deputy Manager, etc.,)
Anyhow you are going to escalate the salary. But the name will give some good impact on the minds of staff members. But you must keep some junior level cadre also in existance, otherwise there will be another feeling will arise, that, simply they have renamed the cadre name and no change is taken place.
Before declaring and implementing any idea please consult with your management.
From India, Kumbakonam
1166What is the strength available in the department?
How about creating new posts in between senior executive and manager. (Asst Manager, Deputy Manager, etc.,)
Anyhow you are going to escalate the salary. But the name will give some good impact on the minds of staff members. But you must keep some junior level cadre also in existance, otherwise there will be another feeling will arise, that, simply they have renamed the cadre name and no change is taken place.
Before declaring and implementing any idea please consult with your management.
From India, Kumbakonam
As the person is getting 25k which is only 1k less than the superior is getting to motivate this person it is better to give him non monetary benefits and increse his responsibilities,as responsiblity also motivates the person.If the person is intereted in job rotation it is also a good option and it will be benefitial to the company to have employees with knowledge in different areas.
From India
From India
Hello Pavan,
A few ways to approach the current scenario you expressed:
- Create bands within the current hierarchy levels for progression. Bands can be ascertained based on complexity of tasks and skills required to perform tasks. A band progression can be treated as a promotion marked by a progression hike/increment.
- Job enrichment and enlargement can be worked out as possibilities to keep employees engaged with challenging work. Enlargement opportunities can be in the form of employees taking additional tasks of coaching/training a subordinate, leading a project he/she has conceptualized or providing subject-matter expertise in a cross-functional initiative/project. Doing this will not only better prepare the employee to take up a position at a higher level, but also keep him/her engaged while a position comes-up. It will also address the points Balaji raised in his discussion about acquiring people skills, creating a back-up and so forth.
I believe an employee needs to make his/her current job redundant so as to move up the ladder. Once the redundancy sets-in he/she is in the true sense ready to assume the higher position which will demand different set of skills, values and approach to not only managing self but others as well.
Hope these thoughts stir some more ideas for you to think about.
Fiona.
From India, Hyderabad
A few ways to approach the current scenario you expressed:
- Create bands within the current hierarchy levels for progression. Bands can be ascertained based on complexity of tasks and skills required to perform tasks. A band progression can be treated as a promotion marked by a progression hike/increment.
- Job enrichment and enlargement can be worked out as possibilities to keep employees engaged with challenging work. Enlargement opportunities can be in the form of employees taking additional tasks of coaching/training a subordinate, leading a project he/she has conceptualized or providing subject-matter expertise in a cross-functional initiative/project. Doing this will not only better prepare the employee to take up a position at a higher level, but also keep him/her engaged while a position comes-up. It will also address the points Balaji raised in his discussion about acquiring people skills, creating a back-up and so forth.
I believe an employee needs to make his/her current job redundant so as to move up the ladder. Once the redundancy sets-in he/she is in the true sense ready to assume the higher position which will demand different set of skills, values and approach to not only managing self but others as well.
Hope these thoughts stir some more ideas for you to think about.
Fiona.
From India, Hyderabad
Thank you Aswini1 and Fiona.
I understand the concept now, what I am not able to understand is that, all the concepts spoken above by members are related to knowledge departments or where application of brain is required, how about a scenario where the employee is only an operator for a machine, how can one encourage him/her.
Thank you for all the patience and time showered on me. I hope it would be carried on.
From India, Bangalore
I understand the concept now, what I am not able to understand is that, all the concepts spoken above by members are related to knowledge departments or where application of brain is required, how about a scenario where the employee is only an operator for a machine, how can one encourage him/her.
Thank you for all the patience and time showered on me. I hope it would be carried on.
From India, Bangalore
dear all,
i am also agree with Mr. Pawan, this problem can be more understood and solution can be found by studying the garment manufacturing units. the problem is much more severe in this sector:
first hierachy structure:
1. Tailors
2. Astt supervisors
3. Supervisors
All are mostly illiterate but have rich exp. in stiching garments.
4. Production Incharge
5. Production Mgr
6. GM- Production
These are basically for Niftiians and to jump from 4 to 5 req. atleast 5-10 yrs, and from 5-6 atleast 8 - 15 yrs.
Pay package varies acc. to the group but on avg basis hike is given around 40% only between designation.
mostly employees to overcome these situations jump from one co. to another to incr. there pay package as with in the co. hike is around 10-20% and there is no change in designation and/or responsibilities.
There is also another impact on the Garment manufacturing sector: turnover:: There is huge turnover at almost every level with the factory and thus rejection ratio of garment is high.
i am working in this industry from past 1.5 yrs and still i am not able to utilize my rich exp of 8 yrs to overcome this situation in the factory.
if anybody has more inputs, pls. share for all of us.
regards
Manish Gupta
From India, Mumbai
i am also agree with Mr. Pawan, this problem can be more understood and solution can be found by studying the garment manufacturing units. the problem is much more severe in this sector:
first hierachy structure:
1. Tailors
2. Astt supervisors
3. Supervisors
All are mostly illiterate but have rich exp. in stiching garments.
4. Production Incharge
5. Production Mgr
6. GM- Production
These are basically for Niftiians and to jump from 4 to 5 req. atleast 5-10 yrs, and from 5-6 atleast 8 - 15 yrs.
Pay package varies acc. to the group but on avg basis hike is given around 40% only between designation.
mostly employees to overcome these situations jump from one co. to another to incr. there pay package as with in the co. hike is around 10-20% and there is no change in designation and/or responsibilities.
There is also another impact on the Garment manufacturing sector: turnover:: There is huge turnover at almost every level with the factory and thus rejection ratio of garment is high.
i am working in this industry from past 1.5 yrs and still i am not able to utilize my rich exp of 8 yrs to overcome this situation in the factory.
if anybody has more inputs, pls. share for all of us.
regards
Manish Gupta
From India, Mumbai
Greetings,
Thanks Manish Gupta for sharing your valuable experience. Pardon me for my late reply, because I was doing my MBA project and that area has no access to proper internet.
I am new to the field, however in my recent experience of project in a ceramic industry, the problem is some what similar, but the company was lucky because the employee are staying besides all the negative effects since there is no alternative company over there which can provide employment for 2000 employees.
I suppose, if we could provide some job enrichments activities like creating family get-together, i.e. trying to get a bond with the family rather than the worker in this industry might be a good method, by sharing some profits or amounts of the earnings with there families and by providing small group activity earnings for the family members which is decent to work instead of something that is not proud to discuss outside.
Thank you and your comments are welcomed.
From India, Bangalore
Thanks Manish Gupta for sharing your valuable experience. Pardon me for my late reply, because I was doing my MBA project and that area has no access to proper internet.
I am new to the field, however in my recent experience of project in a ceramic industry, the problem is some what similar, but the company was lucky because the employee are staying besides all the negative effects since there is no alternative company over there which can provide employment for 2000 employees.
I suppose, if we could provide some job enrichments activities like creating family get-together, i.e. trying to get a bond with the family rather than the worker in this industry might be a good method, by sharing some profits or amounts of the earnings with there families and by providing small group activity earnings for the family members which is decent to work instead of something that is not proud to discuss outside.
Thank you and your comments are welcomed.
From India, Bangalore
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