Autumn Jane
Workplace Happiness
+2 Others

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Hi

My coy did not classify the positions/staffs in grading. (Is grading the correct word?)

Just a title/post will do, eg. Admin Asst, Admin Exec, Snr Admin Exec, Assistant Manager, Manager.

There's no guideline in how to promote them (to where) or their increment (how much) ..

I would like to sort them out like giving a grading and a salary table to each of them, but I need more info or advise...

For eg.: Admin Asst (grade I) salary range from xxxx - xxxx

Admin Asst (grade II) salary range from xxxx - xxxx

Admin Asst (grade III) salary range from xxxx - xxxx

Admin Exec (grade I) salary range from xxxx - xxxx

When they reach certain amount of salary, they can jump to the next level. For due to promotation, they can jump too. Is that the right way? Or is there any other method?

Any thing do I have to take note of?

What if the manager would like to promote Admin asst grade II to Admin Exec grade I skipping the grade III? But the salary is able to match Admin Exec gr 1 requirement.

Will that be possible? And I believe there's should be a guideline to all these rather than just look at the appraisal performance... and the coy budget.

Pls give any ideas, suggestions or advise in how shall I go ahead about it.

Or is there any sample I can take a look?

My coy also asking me to set up the 360 evaluation - but I know it's not easy to set up, I would rather purchase than to do, but budget problem.

Any help, pls?

Many thanks
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Hi May Goh,
Did anyone answer your questions? I just saw ur questions, and Im seeking for helps here.
I do not have any knowledge in HR management. Now, I am appointed to setting up HR dept for our company. It's sound like very hard and challenging tasks for me.
Anyway, do u have any recommend website for reference. Please advise.
Thank you.
When you select designations it has to be decent since the employee will be ready to sacrifice the salary part to a certain extent if the designation fits is ego. Instead of Admin Asst. suppose you designate as Admin executive, Jr.Admin Officer, Admin Officer, Sr.Admin Officer and so on I bet it would be worthwhile. This is from my personal experience.
Dear May

Answers to your queries:

1. Grading is correct but the full term is Grade Structure.

2. A Grade Structure using Job Titles / Post is very subjective and inaccurate. The recommended approach is job evaluation using job scope, plus other compensable factors, etc to determine the exact job worth.

3. A promotion can only takes place when the incumbent is promoted to a grade/level/job that is significantly bigger than his/her current job. Again, it is only through job evaluation that you are able to establish this hierarchy to enable career progression.

4. A proper Promotion and Salary Increment Policy & Procedures need to be developed, implemented and communicated in your company.

5. Grading & salary table - typically known as Grade and Salary Structure. As mentioned in point 2, your company needs to go through a job evaluation process first to determine the grade structure. To formulate the salary ranges for the respective grade, your company then needs to participate in market salary survey and using the survey results to formulate the corresponding ranges.

6. When jobs reach the maximum of its salary ranges, you cannot automatically "jump" to the next level of salary ranges. Remember, this "jump" can only happen due to a promotion and a promotion is consider performing a bigger scope job as compared to the current job. The automatic "jump" that you are referring is very much linked to seniority and in Singapore, MOM, WDA & SNEF are all encouraging companies to move away from seniority pay. When a job reaches its maximum and without any job enlargement, wage freeze will kicks in. It will remain stagnant until such time when the salary ranges are revised with the latest market salary information. Remember, salary ranges are not stagnant. In order to remain competitive, the ranges need to be updated according to market & industry movements, your company's pay philosopy and at which stage is your business life cycle.

7. A manager can make recommendations to HR for the promotion but he/she needs to put in the justifications with evidence (e.g. performance appraisal records) on the recommendation, e.g. outstanding performance for last 2 years, etc.

8. Just like hiring, promotions are planned and scheduled not "out of the blue". Manager and HR should work together every year to identify "potentials" and work into the budget (this is part of business planning) to avoid the "no budget" excuse. A policy and procedures is definintely the way to go.

9. 360 evaluation is a good performance management tool to have. But is your organization ready to have such a tool? An organization needs a pretty open and dynamic culture to truly reap the benefits of a 360 evaluation. You may need to conduct a feasbility study first before embarking on such an initiative as you have rightly said "it's not easy".

There are initiatives that you can take on to execute yourself. But there are initiatives (all those listed above) that you definitely need to get external expertise to achieve the desired outcome and for obvious reasons (e.g. how to you get hold of your competitors salary information to formulate the salary ranges, etc).

If you interested to explore engaging an affordable consultancy firm to execute these projects, just like me know.

Regards

Autumn Jane
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