I am an HR professional in an embedded automotive R&D setup. We are in the process of formulating an R&R program for our employees. Can anyone suggest how to determine the types of awards and the parameters for them, along with their weightage? I would appreciate your kind assistance with this.
Regards,
Kannan R
From India, Bangalore
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1Regards,
Kannan R
From India, Bangalore
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Understanding R&R in HR Context
What does R&R mean here? Is it Retention & Recruitment or Reward & Recognition?
You may refer to employee assessment, training, and development by browsing the CITE. Many methods are adopted for employee assessment and reward management.
Regards
From India, Bangalore
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What does R&R mean here? Is it Retention & Recruitment or Reward & Recognition?
You may refer to employee assessment, training, and development by browsing the CITE. Many methods are adopted for employee assessment and reward management.
Regards
From India, Bangalore
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I am certain you must have found documents and discussions on this topic. I have a question. Are you looking for a program to award your top performers or acknowledge the highest improvement?
Rewards and Recognitions
Rewards and recognitions are best planned when you are clear about the qualities you want to cultivate within your organization. Looking forward to hearing from you.
Regards
From India, Mumbai
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Rewards and Recognitions
Rewards and recognitions are best planned when you are clear about the qualities you want to cultivate within your organization. Looking forward to hearing from you.
Regards
From India, Mumbai
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Dear BSSV, Thanks for the reply. I am referring to Rewards and Recognition here. We are a R&D set up and my concern is on identifying the parameters for the awards. Regards Kannan R
From India, Bangalore
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From India, Bangalore
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Thank you for the reply. We want to reward the best performers under different award categories like Employee of the Year, Best Innovator Award, etc. The problem that I am facing is in identifying the parameters since every set of employees will work on different projects/modules. If we give weightage to productivity as 40%, how are we going to measure it? Please guide me if there are any ways to tackle this.
Regards,
Kannan R
From India, Bangalore
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Regards,
Kannan R
From India, Bangalore
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One of the suggestions would be to team up employees based on projects. This approach helps in recognizing achievements accurately and encourages employees across the entire company. In simple terms, it's like appreciating the top student from Accounts compared to the entire college. The college recognizes students from Accounts, Biology, Management, Arts, and appreciates them individually and collectively. This makes them competitive and productive both in their fields and against the whole. This way, everyone is satisfied and recognized, making the work easier for you too.
Do not worry about the budget. If that is a concern, you can reduce the prize amount by distributing it.
Instead of following existing models, for these kinds of situations, it is always feasible and more adaptive to bring in your own practices, which have more credit and uniqueness. This approach allows you to think easily and manage the environment in your own way, but in a worthy manner.
Nobody needs to worry about the kind of practices you adopt. As long as it is a win-win situation and a system, instead of scratching our heads searching for big and popular model adoptions and trying to make them fit the environment, in reality, it does not!
Think about that.
All the best.
From India, Bangalore
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Do not worry about the budget. If that is a concern, you can reduce the prize amount by distributing it.
Instead of following existing models, for these kinds of situations, it is always feasible and more adaptive to bring in your own practices, which have more credit and uniqueness. This approach allows you to think easily and manage the environment in your own way, but in a worthy manner.
Nobody needs to worry about the kind of practices you adopt. As long as it is a win-win situation and a system, instead of scratching our heads searching for big and popular model adoptions and trying to make them fit the environment, in reality, it does not!
Think about that.
All the best.
From India, Bangalore
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Thank you for your reply. I am looking for a unique way to do this, and the main problem I face is in identifying parameters to gauge the employees' performance in a quantitative way. Let me think through it again and see.
Regards,
Kannan R
From India, Bangalore
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Regards,
Kannan R
From India, Bangalore
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Usually, for your convenience, you may apply five parameters, of which three will be general in application and two specific. It is not possible to provide an exact form as we do not know the type of work and projects the employees are involved in—how many are completed or nearing completion. It is essential to consider whether this is only for the current year or includes past performances such as the previous year, special projects, etc.
It is straightforward; you will easily recognize the general parameters to pinpoint the crucial few that specifically correspond to such projects/jobs. For instance, team coordination, knowledge orientation, completion timeframe, and quality may be key factors. If you refer to assessment checklists, there are numerous resources available online and also on Cite; this shouldn't pose a significant challenge.
It appears that your thoughts are preoccupied with concepts like difficulty, confusion, a mix of projects, and types of employees. I recommend you cease dwelling on these today; mentally lock this part of your brain. By tomorrow, it will become clearer, and you will naturally complete it as soon as possible.
From India, Bangalore
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It is straightforward; you will easily recognize the general parameters to pinpoint the crucial few that specifically correspond to such projects/jobs. For instance, team coordination, knowledge orientation, completion timeframe, and quality may be key factors. If you refer to assessment checklists, there are numerous resources available online and also on Cite; this shouldn't pose a significant challenge.
It appears that your thoughts are preoccupied with concepts like difficulty, confusion, a mix of projects, and types of employees. I recommend you cease dwelling on these today; mentally lock this part of your brain. By tomorrow, it will become clearer, and you will naturally complete it as soon as possible.
From India, Bangalore
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Clarifying Parameters for R&R in Embedded Automotive R&D
(Cite Contribution) & BSSV have given some good suggestions. However, I don't quite agree with your view that "identifying the parameters since every set of employees will work on different projects/modules" is a problem.
Given my personal background in embedded/hardware design before I got into recruitment, I can say for sure that whatever the application area/domain/field (Automotive, medical, defense, energy, and so on), ultimately, the embedded designer uses the SAME CORE SET OF TECHNICAL SKILLS/KNOWLEDGE-BASE (except that each project/module may use different aspects/parts of his OVERALL knowledge-base, depending on the needs of the project/application). He/she builds up the knowledge-base along the way of experience.
So one way to handle your concern about how to set the parameter(s) for R&R is to suggest having his/her INITIAL set of knowledge-base and evaluate how he/she utilized it over a period of time (maybe the hiring interview records would be needed for some employees). Also, once you have clarity on what the base knowledge of the employee is, you should also be able to gauge whether he/she has enhanced it or not (and to what extent) along the way of his/her work.
To give one example—since you are in the Automotive domain—this domain has a very typical set of Standards & Protocols (CAN, SAE, etc.). The more one uses them, the better one gets into the depths of them (as is the case with ANY field). This could lead to forming a set of parameters for R&R.
The concerned Technical Team Leaders/Managers would be the best persons to lay down the Baseline(s) at the individual member level and the Group level—which would be your Reference point.
Hope you get the point. All the Best.
Regards,
TS
From India, Hyderabad
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(Cite Contribution) & BSSV have given some good suggestions. However, I don't quite agree with your view that "identifying the parameters since every set of employees will work on different projects/modules" is a problem.
Given my personal background in embedded/hardware design before I got into recruitment, I can say for sure that whatever the application area/domain/field (Automotive, medical, defense, energy, and so on), ultimately, the embedded designer uses the SAME CORE SET OF TECHNICAL SKILLS/KNOWLEDGE-BASE (except that each project/module may use different aspects/parts of his OVERALL knowledge-base, depending on the needs of the project/application). He/she builds up the knowledge-base along the way of experience.
So one way to handle your concern about how to set the parameter(s) for R&R is to suggest having his/her INITIAL set of knowledge-base and evaluate how he/she utilized it over a period of time (maybe the hiring interview records would be needed for some employees). Also, once you have clarity on what the base knowledge of the employee is, you should also be able to gauge whether he/she has enhanced it or not (and to what extent) along the way of his/her work.
To give one example—since you are in the Automotive domain—this domain has a very typical set of Standards & Protocols (CAN, SAE, etc.). The more one uses them, the better one gets into the depths of them (as is the case with ANY field). This could lead to forming a set of parameters for R&R.
The concerned Technical Team Leaders/Managers would be the best persons to lay down the Baseline(s) at the individual member level and the Group level—which would be your Reference point.
Hope you get the point. All the Best.
Regards,
TS
From India, Hyderabad
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