Hi,
Good morning everyone.
I am an HR generalist at a construction firm. We are planning to introduce an employee grading system and salary structure based on it. Could someone please help me in this regard? If you have the format, please post the same.
Thank you,
Nadhiya
From India, Thrissur
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3Good morning everyone.
I am an HR generalist at a construction firm. We are planning to introduce an employee grading system and salary structure based on it. Could someone please help me in this regard? If you have the format, please post the same.
Thank you,
Nadhiya
From India, Thrissur
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C the attachment ....... may b useful .... downloaded from CiteHR itself .... don’t remember whose post....
From India, Thiruvananthapuram
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From India, Thiruvananthapuram
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Dear adhiyapm,
I wish to suggest you plan as per your Company Rules and to follow based on:
A- By Designation Base:
1. Qualification + Experience + Job Knowledge
2. 50% to 70% of Gross Earnings can be set as Basic for different slabs as per the above (A-1) defined groups, and groups should be designated viz QEJ.
3. HRA can be made as 40% of Basic or 50% of Basic in cases where employees live in Metro Cities (to follow Income Tax rules).
4. Allowances can be set as per your Company rules ranging from any sum as n thousand for a grade and M thousand for a grade.
5. Conveyance can be set as a balancing figure to make the gross matchable with Total cost.
Hope the above may be useful for your purpose.
Regards,
HOS
From India, Delhi
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I wish to suggest you plan as per your Company Rules and to follow based on:
A- By Designation Base:
1. Qualification + Experience + Job Knowledge
2. 50% to 70% of Gross Earnings can be set as Basic for different slabs as per the above (A-1) defined groups, and groups should be designated viz QEJ.
3. HRA can be made as 40% of Basic or 50% of Basic in cases where employees live in Metro Cities (to follow Income Tax rules).
4. Allowances can be set as per your Company rules ranging from any sum as n thousand for a grade and M thousand for a grade.
5. Conveyance can be set as a balancing figure to make the gross matchable with Total cost.
Hope the above may be useful for your purpose.
Regards,
HOS
From India, Delhi
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Greetings all,
Dear Uddhav,
If you prepare the grade and salary structure, please do share the same with us.
Dear Nadhiya,
Please find below a brief on preparing grade structures and subsequently the salary structures:
Pre-Requisites:
1. Job Descriptions (Properly done based on Job Analysis. For more accuracy, you can follow methods such as Hays, etc., for JA).
2. Job Evaluation (Hays, Mercers, etc., or the Internal Method).
3. Corporate Vision and Business Strategy.
4. Know your Current Reward Mix.
5. Pay Position (Organizational capacity to pay based on Job Families, grades, etc.).
6. Market Survey (Identify competitors closely participating).
Steps:
1. Evaluate all the jobs/positions based on your current JE methodology and rate them.
2. Define if you want to have broad-band grades, single-step, or double-step. Currently, mid-sized organizations have 9-12 grades and further subgrades if necessary.
3. Once all jobs have been evaluated through a job evaluation system and the relative hierarchy or rank-order of all jobs has been established, cluster jobs of broadly similar job size into grades.
4. Define your pay position as per the company policy, whether upper quartile, median, lower quartile, etc. This may vary for different job families (technical vs. support jobs, core jobs, etc.), job locations, staff demographics, etc.
5. Define the reward mix in each grade.
Hope this helps.
Charu Jain
From United Arab Emirates, Dubai
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Dear Uddhav,
If you prepare the grade and salary structure, please do share the same with us.
Dear Nadhiya,
Please find below a brief on preparing grade structures and subsequently the salary structures:
Pre-Requisites:
1. Job Descriptions (Properly done based on Job Analysis. For more accuracy, you can follow methods such as Hays, etc., for JA).
2. Job Evaluation (Hays, Mercers, etc., or the Internal Method).
3. Corporate Vision and Business Strategy.
4. Know your Current Reward Mix.
5. Pay Position (Organizational capacity to pay based on Job Families, grades, etc.).
6. Market Survey (Identify competitors closely participating).
Steps:
1. Evaluate all the jobs/positions based on your current JE methodology and rate them.
2. Define if you want to have broad-band grades, single-step, or double-step. Currently, mid-sized organizations have 9-12 grades and further subgrades if necessary.
3. Once all jobs have been evaluated through a job evaluation system and the relative hierarchy or rank-order of all jobs has been established, cluster jobs of broadly similar job size into grades.
4. Define your pay position as per the company policy, whether upper quartile, median, lower quartile, etc. This may vary for different job families (technical vs. support jobs, core jobs, etc.), job locations, staff demographics, etc.
5. Define the reward mix in each grade.
Hope this helps.
Charu Jain
From United Arab Emirates, Dubai
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Hi!
The introduction of job grades and/or bands in an organization that will become the framework of an organization's salary structure needs many prerequisites. It is something that is better left in the hands of professionals like us who have been doing it for a long time. Simply copying certain models (like the one given above) will not be of much help because it opens up to many questions that must be answered. It can also create problems for the organization, which can jeopardize your job as compensation is a very sensitive subject matter. This is where your competence or incompetence can be uncovered.
Hence, if your organization really needs it, then allocate a budget and call the professionals.
Offhand, however, let me say the following:
1. Job Grades and Bands are not simply designed out of nothing. Whatever you design will mean a cost for the company. Hence, you need to understand the four basic compensation principles of internal equity, external competitiveness, affordability, and sustainability.
If you are a new company, you need the owner's pay philosophy and policy to be able to create a good and acceptable salary structure for them. If you are already operating, then you need the latest payroll list to see and plot the current salary ranges of the different job classes in your organization, i.e., executive, managerial, supervisory, staff, clerical, and admin support personnel.
2. Each Job Grade or Band must have the following elements: minimum rate, median rate, and maximum rate. These rates must be properly benchmarked with the current industry market where the company belongs so your pay will be competitive (external competitiveness). The rate ranges in each grade or band must be designed in a way that overlaps are rational, and distortion is avoided at all times. Overlaps are to be observed according to the basic theories we learned in the textbooks.
3. The entire salary structure must be designed in such a way that it is not only affordable to the company but is also sustainable by it for the long term (3rd & 4th principles).
I suggest that you attend a HayGroup or Watson Wyatt workshop on this subject matter.
Best regards.
Ed Llarena, Jr. Managing Partner Emilla Consulting
tel: 00966-54-223-7804 (KSA)
From Philippines, Parañaque
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The introduction of job grades and/or bands in an organization that will become the framework of an organization's salary structure needs many prerequisites. It is something that is better left in the hands of professionals like us who have been doing it for a long time. Simply copying certain models (like the one given above) will not be of much help because it opens up to many questions that must be answered. It can also create problems for the organization, which can jeopardize your job as compensation is a very sensitive subject matter. This is where your competence or incompetence can be uncovered.
Hence, if your organization really needs it, then allocate a budget and call the professionals.
Offhand, however, let me say the following:
1. Job Grades and Bands are not simply designed out of nothing. Whatever you design will mean a cost for the company. Hence, you need to understand the four basic compensation principles of internal equity, external competitiveness, affordability, and sustainability.
If you are a new company, you need the owner's pay philosophy and policy to be able to create a good and acceptable salary structure for them. If you are already operating, then you need the latest payroll list to see and plot the current salary ranges of the different job classes in your organization, i.e., executive, managerial, supervisory, staff, clerical, and admin support personnel.
2. Each Job Grade or Band must have the following elements: minimum rate, median rate, and maximum rate. These rates must be properly benchmarked with the current industry market where the company belongs so your pay will be competitive (external competitiveness). The rate ranges in each grade or band must be designed in a way that overlaps are rational, and distortion is avoided at all times. Overlaps are to be observed according to the basic theories we learned in the textbooks.
3. The entire salary structure must be designed in such a way that it is not only affordable to the company but is also sustainable by it for the long term (3rd & 4th principles).
I suggest that you attend a HayGroup or Watson Wyatt workshop on this subject matter.
Best regards.
Ed Llarena, Jr. Managing Partner Emilla Consulting
tel: 00966-54-223-7804 (KSA)
From Philippines, Parañaque
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Hi,
Please suggest if there are any laws/rules governing the design of the employee grading system, or if it is solely at the company's discretion to create its grading structure. Should the designations be labeled as L01, G1, or Band 1, and should they follow an ascending or descending order?
Regards.
From India, Mumbai
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Please suggest if there are any laws/rules governing the design of the employee grading system, or if it is solely at the company's discretion to create its grading structure. Should the designations be labeled as L01, G1, or Band 1, and should they follow an ascending or descending order?
Regards.
From India, Mumbai
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Hi!
I am not aware of any specific law that is attributed to any one person or organization that is universally accepted in the design of job grades/bands. In my employment and consulting work, I have seen so many types of "grading systems" that are uniquely designed. I have seen ascending and descending job grades. I have seen something like a rectangle chart which I called "the hundred-year salary chart". I have seen pure numbers (1-21), pure letters (a-m), mixed letters and numbers (cl1, so1). I have seen salary structures that have 12-22 job grades. I have also seen salary structures that only have eight (8) bands.
The guide to which type of design or model to adopt should be based on the available market data that is available in the area/country where a company operates. The reason is: you will have to benchmark your rates on a regular basis with market and industry rates to keep your structure updated and competitive. And, benchmarking will be difficult if your grading system does not match the system being used by the compen survey available in your area.
Example: HayGroup market survey uses their traditional 21-job grade system in all their surveys. Each job grade has its corresponding Hay Points Score that can only be obtained through the use of the Hay Profile Method of Job Evaluation. If your salary structure is designed using Broad Banding (and your company has only ten (10) Job Bands), you need to establish a "credible conversion system" from job grades to bands to be able to use the Hay Survey and benchmark with their data.
As a rule of thumb, salary structures must be designed using international systems (e.g., HayGroup and Watson Wyatt) for better understanding and easy benchmarking. Also, salary structure designs must be understandable and can be administered by others even if the employee/manager who designed it is already out of the company.
Never accept a design that only one person is able to understand. That will make your company dependent perpetually on that person. Remember, in an organization, no one (except the owner/s) must be indispensable.
Best regards from the beautiful City of Paranaque, Metro.
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
Tel: 00632-828-9842 (landline)
(mobile)
From Philippines, Parañaque
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I am not aware of any specific law that is attributed to any one person or organization that is universally accepted in the design of job grades/bands. In my employment and consulting work, I have seen so many types of "grading systems" that are uniquely designed. I have seen ascending and descending job grades. I have seen something like a rectangle chart which I called "the hundred-year salary chart". I have seen pure numbers (1-21), pure letters (a-m), mixed letters and numbers (cl1, so1). I have seen salary structures that have 12-22 job grades. I have also seen salary structures that only have eight (8) bands.
The guide to which type of design or model to adopt should be based on the available market data that is available in the area/country where a company operates. The reason is: you will have to benchmark your rates on a regular basis with market and industry rates to keep your structure updated and competitive. And, benchmarking will be difficult if your grading system does not match the system being used by the compen survey available in your area.
Example: HayGroup market survey uses their traditional 21-job grade system in all their surveys. Each job grade has its corresponding Hay Points Score that can only be obtained through the use of the Hay Profile Method of Job Evaluation. If your salary structure is designed using Broad Banding (and your company has only ten (10) Job Bands), you need to establish a "credible conversion system" from job grades to bands to be able to use the Hay Survey and benchmark with their data.
As a rule of thumb, salary structures must be designed using international systems (e.g., HayGroup and Watson Wyatt) for better understanding and easy benchmarking. Also, salary structure designs must be understandable and can be administered by others even if the employee/manager who designed it is already out of the company.
Never accept a design that only one person is able to understand. That will make your company dependent perpetually on that person. Remember, in an organization, no one (except the owner/s) must be indispensable.
Best regards from the beautiful City of Paranaque, Metro.
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
Tel: 00632-828-9842 (landline)
(mobile)
From Philippines, Parañaque
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[QUOTE=hrgroove;1081701]
Hi,
Please suggest if there are any laws/rules regarding designing the employee grading system. Is it up to the company to decide the grading pattern? Should it be termed as L01, G1, or Band 1? Should it follow an ascending or descending order?
Rgds,
Bhushan.
From India, Mumbai
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Hi,
Please suggest if there are any laws/rules regarding designing the employee grading system. Is it up to the company to decide the grading pattern? Should it be termed as L01, G1, or Band 1? Should it follow an ascending or descending order?
Rgds,
Bhushan.
From India, Mumbai
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Hi!
The explanations I provided several years ago (Feb & Mar 2010) are still relevant and applicable today. Please revisit the two posts I have written above so you can understand how to proceed in establishing your company's salary structure.
If, even after reading (and re-reading my posts), you find it challenging to create your company's salary structure, then seeking external assistance is advisable. It's possible that you may require help as it might not be something you can effectively do on your own. Feel free to contact us for support; we are always prepared to assist you and your company. We are just an email and a phone call away.
Best regards,
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
Email: <emillaconsulting@hotmail.com>
From Philippines, Parañaque
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The explanations I provided several years ago (Feb & Mar 2010) are still relevant and applicable today. Please revisit the two posts I have written above so you can understand how to proceed in establishing your company's salary structure.
If, even after reading (and re-reading my posts), you find it challenging to create your company's salary structure, then seeking external assistance is advisable. It's possible that you may require help as it might not be something you can effectively do on your own. Feel free to contact us for support; we are always prepared to assist you and your company. We are just an email and a phone call away.
Best regards,
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
Email: <emillaconsulting@hotmail.com>
From Philippines, Parañaque
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Dear Llarena,
Thank you for your prompt response. However, I am unable to find your explanation. Therefore, I would like to request you to send me the link from where I can access your suggestion.
I am looking forward to your response.
Best regards, [Your Name]
From India, Calcutta
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Thank you for your prompt response. However, I am unable to find your explanation. Therefore, I would like to request you to send me the link from where I can access your suggestion.
I am looking forward to your response.
Best regards, [Your Name]
From India, Calcutta
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Hi! Please go to the previous page (page 1) of this discussion thread. The following is a copy of the first post:
"The introduction of job grades and/or bands in an organization that will become the framework of an organization's salary structure needs many prerequisites. It is something that is better left in the hands of professionals like us who have been doing it for a long time. Simply copying certain models (like the one given above) will not be a good help because it opens up so many questions that must be answered. It can also create problems for the organization that can jeopardize your job because compensation is a very sensitive subject matter. This is where your competence and/or incompetence can be uncovered.
Hence, if your organization really needs it, then allocate a budget and call the professionals.
Offhand, however, let me say the following:
1. Job Grades and Bands are not simply designed out of nothing. Whatever you design will mean a cost for the company. Hence, you need to understand the four basic compensation principles of: internal equity, external competitiveness, affordability, and sustainability.
If you are a new company, you need the owner's pay philosophy and policy to be able to create a good and acceptable salary structure for them. If you are already operating, then you need the latest payroll list to be able to see and plot the current salary ranges of the different job classes in your organization, i.e., the executive, managerial, supervisory, staff, clerical, and admin support personnel.
2. Each Job Grade or Band must have the following elements: minimum rate, median rate, and maximum rate. These rates must be properly benchmarked with the current industry market where the company belongs so your pay will be competitive (external competitiveness). The rate ranges in each grade or band must be designed so that overlaps are rational and distortion is avoided at all times. Overlaps are to be observed according to the basic theories we learned in the textbooks.
3. The entire salary structure must be designed in such a way that it is not only affordable to the company but also sustainable by it for the long term (3rd & 4th principles).
Best regards.
Ed L.
From Philippines, Parañaque
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"The introduction of job grades and/or bands in an organization that will become the framework of an organization's salary structure needs many prerequisites. It is something that is better left in the hands of professionals like us who have been doing it for a long time. Simply copying certain models (like the one given above) will not be a good help because it opens up so many questions that must be answered. It can also create problems for the organization that can jeopardize your job because compensation is a very sensitive subject matter. This is where your competence and/or incompetence can be uncovered.
Hence, if your organization really needs it, then allocate a budget and call the professionals.
Offhand, however, let me say the following:
1. Job Grades and Bands are not simply designed out of nothing. Whatever you design will mean a cost for the company. Hence, you need to understand the four basic compensation principles of: internal equity, external competitiveness, affordability, and sustainability.
If you are a new company, you need the owner's pay philosophy and policy to be able to create a good and acceptable salary structure for them. If you are already operating, then you need the latest payroll list to be able to see and plot the current salary ranges of the different job classes in your organization, i.e., the executive, managerial, supervisory, staff, clerical, and admin support personnel.
2. Each Job Grade or Band must have the following elements: minimum rate, median rate, and maximum rate. These rates must be properly benchmarked with the current industry market where the company belongs so your pay will be competitive (external competitiveness). The rate ranges in each grade or band must be designed so that overlaps are rational and distortion is avoided at all times. Overlaps are to be observed according to the basic theories we learned in the textbooks.
3. The entire salary structure must be designed in such a way that it is not only affordable to the company but also sustainable by it for the long term (3rd & 4th principles).
Best regards.
Ed L.
From Philippines, Parañaque
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Hi!
In the Compensation Lingo, a Job Grade and a Job Band refer to the same thing, i.e., the salary grade.
However, the term "job grade" is more commonly used to describe the traditional grades of a salary structure that typically adopt between 12-22 job grades (e.g., Hay's Salary Structure design generally ranges from JG5 to JG24, encompassing a total of 19 job grades). On the other hand, the term "band" is utilized to describe the limited "salary grades" of structures that employ the "broad banding" method in salary structure design.
Broad Banding refers to the practice of using a limited number of salary grades (e.g., 6-8) in the design of salary structures. These structures are characterized by "very wide rate ranges" within each grade and "substantial overlaps" between two bands (further details on this aspect have also been discussed earlier on page 1 of this thread).
Therefore, a common issue that arises in broad banding is "salary distortion" because certain positions that may have been evaluated and classified in a higher job band can receive a lower rate than some positions that were evaluated and classified in a lower job band when both positions fall within the overlap rates.
I do not provide samples on this matter, but I have undertaken projects in this area for prominent business organizations in Riyadh, KSA, such as FMHRC/SRMG, Team One/FedEx KSA, Fawaz Al Hokair Group, and SABB.
Best regards,
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
From Philippines, Parañaque
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In the Compensation Lingo, a Job Grade and a Job Band refer to the same thing, i.e., the salary grade.
However, the term "job grade" is more commonly used to describe the traditional grades of a salary structure that typically adopt between 12-22 job grades (e.g., Hay's Salary Structure design generally ranges from JG5 to JG24, encompassing a total of 19 job grades). On the other hand, the term "band" is utilized to describe the limited "salary grades" of structures that employ the "broad banding" method in salary structure design.
Broad Banding refers to the practice of using a limited number of salary grades (e.g., 6-8) in the design of salary structures. These structures are characterized by "very wide rate ranges" within each grade and "substantial overlaps" between two bands (further details on this aspect have also been discussed earlier on page 1 of this thread).
Therefore, a common issue that arises in broad banding is "salary distortion" because certain positions that may have been evaluated and classified in a higher job band can receive a lower rate than some positions that were evaluated and classified in a lower job band when both positions fall within the overlap rates.
I do not provide samples on this matter, but I have undertaken projects in this area for prominent business organizations in Riyadh, KSA, such as FMHRC/SRMG, Team One/FedEx KSA, Fawaz Al Hokair Group, and SABB.
Best regards,
Ed Llarena, Jr.
Managing Partner
Emilla International Consulting Services
From Philippines, Parañaque
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Easy said than done. A Construction Company has many verticals of work like Roads, Railways & Bridges, Buildings, Industry, Power & Transmission, Chimneys & Silos, Marine, Ground Engineering, Urban Infra and the list goes on.
A Civil Construction Company is basically "Site Based" and there are wings like Civil and Structural Fabrication & Erection. The basic Technical Structure of a Construction Company is thoroughly supported by Commercial Departments like Store, Accounts, Administration, Safety, etc. Thus, drawing designation-wise "Job Description" is a tremendously tough job (with specializations like Chimney, Marine, QA/QC, Quantity Survey, Billing, Material Reconciliation, etc.).
It, therefore, requires good thought and effort to draw Grades considering the factors above.
Regards,
Soumitra Sengupta
From India, Pune
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A Civil Construction Company is basically "Site Based" and there are wings like Civil and Structural Fabrication & Erection. The basic Technical Structure of a Construction Company is thoroughly supported by Commercial Departments like Store, Accounts, Administration, Safety, etc. Thus, drawing designation-wise "Job Description" is a tremendously tough job (with specializations like Chimney, Marine, QA/QC, Quantity Survey, Billing, Material Reconciliation, etc.).
It, therefore, requires good thought and effort to draw Grades considering the factors above.
Regards,
Soumitra Sengupta
From India, Pune
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Hi Nadhiyaji;
Thanks for ur query in CiteHR reg. Grading of employees.
CATEGORISING / GRADING of every Employee’s Designations in an Organisation (Mfg. Cos. like Steel, Cement, Sugar, Power, Chemical, Mines etc.,) from Kalassi / Peon to GM/Director (i.e., Un-skilled to Top Management) is an important task of HR Dept. tobe done in such a way that; every employees Qualifications, experiences, salaries are taken into account to avoid complaints of anomaly; later.
Also, it needs tobe done carefully and properly that the HR Dept. staff who have to prepare Annual Increments, Promotions, Fitment, Benefits etc., are able to understand the Categorisation so as to programme it in Computer while making such Increment, Promotion Orders with Salary, Grades for hundreds of employees at a stretch .
The Salaries are tobe fixed for each Grade/Category/Level in such a way that employees in each Grade has a particular Salary range/Band in a descending order say; from GM down to the Un-skilled employees. Such Categorisation helps HR Dept. to group all employees from Un-SK to Top Mngmnt. and it is required for HR, MIS Reports & for filing various Returns. It will also help Interview Panel Members to fix a particular Candidate’s Designation in a Grade matching to his salary & post for the new candidate considering his Qlfn. & exp. vis-à-vis existing employees in the particular Dept. to which the new employee is going to join / recruited; to reduce heart-burning and anomaly problems among existing employees; later.
Salary fixation for each employee (based on Qlfcn, exp. & job knowledge) is one aspect whereas fixing his Grade/Category depending upon his Designation is another. The 2nd one i.e., Categorising/ grading/ grouping say hundreds of employees into various grades is important to say how many Engrs./Officers, Managers, Mechanics are there at a particular time. State Laws require Filing of Returns to District Industries Centre where Company has to state how many people of the Particular State are given jobs;- Category wise, say Skilled, Supervisor etc., In Karnataka, every Company has to file KANNADIGAS Report to provide statistics of Kannadigas employed in Manpower Returns - Quarterly.
I have attempted to Categorise all employee’s Designations as under (from Un-SK to Top Management in XL format) so that every employees Designations in a Labour Intesive Units like Steel Plants; are covered in Ascending Order; starting with
Un-Skilled,
Semi-Skilled &
Skilled . . (Skilled - 4 Levels like Jr.Optr, Asst.Optr, Optr & Sr.Optr.)
Supervisory (4 Levels - Jr.Supervisr, Asst.Supervsr, Supervisr & Sr.Supervisor)
Officers/Engineers (4 Levels – Jr.Offcr/Jr.Engr, Asst.Ofcr/Engr, Ofcr/Engr, Sr.O/Sr.Engr.)
Managers (7 levels – Jr.Manager, Asst.Mgr, Dy.Mgr, Manager, Sr.Manager, AGM & DGM)
TOP MANAGEMENT (5 Levels – GM, SR.GM, CGM, AVP, VP, CEO, PRESIDENT, DIRECTOR, E.D. & M.D.)
However, the Categorisation, Levels & Designations could be changed as per the Organisations needs & nature of Industries. The position is different in Software & other type of Companies compared to Steel, Cement etc., as stated above.
As Salaries will vary depending upon Qlfcn, Exp. location, type of industry etc., the same can be grouped to fit into appropriate grades. I request respectable Cite HR Senior Members to peruse the above and provide us (in a Statement Form) the types of Categorization / Grading of all Designations available for the benefit of HR Managers who need such List not only for their works but also, for convincing Senior Management whenever Salary, Designations are to be reviewed / re-fixed. Even though there may not be fixed norms for revision or change, it will be helpful if Seniors provide some Formats / Guidelines which will be showing Categorization / Grading of all designations for better presentation as there is a saying; something is better than nothing. This will help many HR Professionals just like Standard quotations / specifications, Comparative statements with rates for products like Car, bike etc.
I request Cite HR Sr. Members to give more information on this important aspect of HR to help HR Managers for categorizing the employees for various HR & MIS Reports and also for Recruitment teams.
As January is Approacing, HR Dept. is busy to compile Holidays List, Update all Leaves, HR Infn. to consider Promotion, S.I./A.I. in Jan.2017 after P.A., Statutory Returns,etc., the below Rules/points can be Useful; if not yet done.
===========
1.HOLIDAY LIST-2017 – OPTIONAL HOLIDAYS:
================
For Continuous Processing Plants (for uninterrupted Works), 2 Optional Holidays can be Provided in the National & Festival Holidays to ensure Min.MP to man Essential Services like Prodn., O&M, A/c.s, HR etc., as most empl’s don’t observe all Festivals at 1 time & so, when 1 set of empl’s take Holiday, other set can work & vise-versa. It helps HODs to ensure min.MP for Shift duty/ maintain Essential Services by adjusting MP to suit his needs & avoid OT or stop work due to Holidays (without increasing Declared Holidays-10-12).
2. FRAMING H.R.RULES:
===========
HR Mgr to Draft all Rules after GM/MD giving detls of Co’s. Vision, Mission, Objectives, Total MP reqd, Posts, Grades, Salary, Benefits etc.
HRM can ask GM
What Rules, Policies to adopt.
For Cos. with 50+ empl’s, U can hire Consultant with 20+ yrs exp. He must make Rules keeping the interest of Co, its empls, Complying with Labour Acts, similar Cos. in the area; as HR Policies can affect Co. Reputation, its empl’s Morale & Retention.
3. WHY STANDING ORDERS ? (S.O.) - I.D.Act
===============
As per Industrial Employment (S.O.) Act,1946, Cos. with 50+ Workmen should Frame & get the S.O. Certified by Dy.LC. The CERTIFIED S.O. becomes part of STATUTORY TERMS & CONDITIONS OF SERVICE – BINDING the Co. & its empl’s.
S.O. is Statutory. Anything in Apptt.Order, Agreement contrary to S.O. can be Contested in Court. Hence, Co. Must
define with SUFFICIENT PRECISION; CONDITIONS OF EMPLOYMENT under them & Make them KNOWN to empl’s to avoid Empl’s Contesting in Court that Co. has not Notified them. i.e.,
The S.O. so Certified; empowers the Co. to take Action against its Empl’s for violating T&C in S.O. BUT; the Co. cannot punish Empl’s for Acts not included in S.O - SUPREME COURT.
TERMINATION WITHOUT ENQUIRY/NATURAL JUSTICE etc. IS ILLEGAL & Court can re-instate such Empl’s.
Hence, Imp.Acts/Conducts involving Discipline of empl’s; MUST be included in “MIS-CONDUCT LIST” in S.O. & PROCEDURES of NATURAL JUSTICE MUST be OBSERVED to make Co’s. action LEGAL.
Do’s, Don’t’s, Duties of empl’s -120 Points.
Mis-conducts for which empl’s LIABLE FOR DISCI. ACTION -100 points. Appt.Order.20 t&c-for Skilled & 30 for Suprvsrs & above (Pl.check t&c in ur A.O, S.O.etc.)- Effect of Non- inclusion.
==============
4. LEAVE RULES:
=========
HRM to make Leave Rules keeping Co.’s interest, Complying Factories, S&CE.Act, Empl’s interest & similar Cos. in the area.
I CAN provide ALL Rules+ Forms for
=========
SHORT & LONG LEAVE,
W-Off, Extra Work, Co-Off Rules, Appn.& Regr
M.B. Rules, Appn. & Pay Forms,
P.L. Rules, Appn.to Encash & Pay - Forms
Most empl’s try to save Leave (& he must save since that is what he get - as Encashment when he leave job).
When emply’ suddenly go due to urgency & return after 3-4 days, How to adjust/save his W-O?
Today, HRM is blamed for Not making Rules; though Rules exist to protect Interest of Co. & workers.
5.PERSONAL INFN. CHANGES NOTICE -P.I.C.N.-FORM. ============
Most HR Dept. have Per.Files on all empl’s. Still,
many empl’s current Infn. is missing when HOD wants them; i.e.
1. Present Address to send Notice to X,
2. Mobile No. would have changed to contact X
3. Nominees detls. to Notify accident etc.
4. Nominees detls. to send payment of deceased X
5. To know Marital / dependents detls,
6. To verify latest Addnl. Qlfcn. etc.,
As the above infn. have changed after giving Ist BIO-DATA -while joining, these infn. can be collected by Dec. using above Form to update HR&MIS to Promote, give S.I./A.I., Transfer etc.,
6. ABSENT NOTIFICATION FORM - A.N.F.
=========
Absenteeism is becoming a serious problem in some Cos. HRM is blamed for laxity. It can be controlled by using above Form. HRM to take Action against erring employee or when a HOD sends A.N.F. to him. Proper Disc.Procedure tobe followed for AOS lest; Court may nullify it as void. Pl. check for SAMPLE CIRCULAR + FORM in the 50 LIST for Adoption.
====================================
Most Cos. Hire Experts & give Training; to infuse new Blood / SHARE Exp. to existing Officers & pay as T&D Expense. Training helps to solve most HR problems.
Pl.SMS ur MailId to send List of
42 Imp. Rules+ Forms&150 Policies TO SET UP H.R.Dept.- from the scratch; to solve most HR Problems--
=======================================
-Provided to Cos. where NO HR/Per. Dept./Per.File existed;, NO Co.Appn, Appt.Order, S.O., Leave & Service Rules, ISO, Other Forms existed to Regularise Services of Empl’s. working for many years;
KINDLY “ IDENTIFY & SELECT SPECIFIC RP&F U Need” from the e List to retrieve from 4000 Files & 200 Folders.
As Ur SPECIFIC NEED can vary; OPTION is given Below to CHOOSE.
I can provide 5 Files at 1 time with R.P.& F. + ONLINE GUIDANCE.
1. on Subjects like PA, OD, OP, GP, VP, TA, LTA, MB, Co-Off, Grading, Resignation, Exit Interview/ Procedures, Clearance Certificate, F.S. etc.
2. SHORT & LONG LEAVE Rules, P.L. - Encash, Appn. Form, MB Rules, FORMS, Co.Off Rules + Appn. Forms, Clubbing, W-Off, L.W.O.P., S.O. with Appn., Certification Procedures, Letrs to Labr.Commr., List of DUTIES, MIS-CONDUCT, A.O, Essential Services, All Service Rules, Forms, Bonds, Contracts, Agreements etc.
I hope; My RP&F is easy to Adopt in ur HR works . U will get Ready to use RP&F - Soft copy of HR Expert & help GROW HR Consultancy to Benefit all HR & Other Mgrs. who have to get their work done thru empl’s.
Due to sudden Closure of our Co.in 2013, I + my HR Asst. developed Consultancy to pay rent etc., Pl.consider our Consultancy & I will send all ur HR needs.
REQUEST: Pl. peruse the RP&F & revert for any query. & also refer me to ur Friends.
Kind Regards.
C.Neyimkhan,HR Consultant(Ex-AGM-HR&A)
Ph: 09535470460- E-Mailid:
HOSPET / BENGALURU
Ex-Member, NIPM, Calcutta, Ex- Tr.-Member, I.I.M., B;luru.
Languages known: Kannada, Tamil, Telugu, Malayalam + Hindi & English
Abrevations used to save space.
From India, Mumbai
Acknowledge(0)Amend(0)
Thanks for ur query in CiteHR reg. Grading of employees.
CATEGORISING / GRADING of every Employee’s Designations in an Organisation (Mfg. Cos. like Steel, Cement, Sugar, Power, Chemical, Mines etc.,) from Kalassi / Peon to GM/Director (i.e., Un-skilled to Top Management) is an important task of HR Dept. tobe done in such a way that; every employees Qualifications, experiences, salaries are taken into account to avoid complaints of anomaly; later.
Also, it needs tobe done carefully and properly that the HR Dept. staff who have to prepare Annual Increments, Promotions, Fitment, Benefits etc., are able to understand the Categorisation so as to programme it in Computer while making such Increment, Promotion Orders with Salary, Grades for hundreds of employees at a stretch .
The Salaries are tobe fixed for each Grade/Category/Level in such a way that employees in each Grade has a particular Salary range/Band in a descending order say; from GM down to the Un-skilled employees. Such Categorisation helps HR Dept. to group all employees from Un-SK to Top Mngmnt. and it is required for HR, MIS Reports & for filing various Returns. It will also help Interview Panel Members to fix a particular Candidate’s Designation in a Grade matching to his salary & post for the new candidate considering his Qlfn. & exp. vis-à-vis existing employees in the particular Dept. to which the new employee is going to join / recruited; to reduce heart-burning and anomaly problems among existing employees; later.
Salary fixation for each employee (based on Qlfcn, exp. & job knowledge) is one aspect whereas fixing his Grade/Category depending upon his Designation is another. The 2nd one i.e., Categorising/ grading/ grouping say hundreds of employees into various grades is important to say how many Engrs./Officers, Managers, Mechanics are there at a particular time. State Laws require Filing of Returns to District Industries Centre where Company has to state how many people of the Particular State are given jobs;- Category wise, say Skilled, Supervisor etc., In Karnataka, every Company has to file KANNADIGAS Report to provide statistics of Kannadigas employed in Manpower Returns - Quarterly.
I have attempted to Categorise all employee’s Designations as under (from Un-SK to Top Management in XL format) so that every employees Designations in a Labour Intesive Units like Steel Plants; are covered in Ascending Order; starting with
Un-Skilled,
Semi-Skilled &
Skilled . . (Skilled - 4 Levels like Jr.Optr, Asst.Optr, Optr & Sr.Optr.)
Supervisory (4 Levels - Jr.Supervisr, Asst.Supervsr, Supervisr & Sr.Supervisor)
Officers/Engineers (4 Levels – Jr.Offcr/Jr.Engr, Asst.Ofcr/Engr, Ofcr/Engr, Sr.O/Sr.Engr.)
Managers (7 levels – Jr.Manager, Asst.Mgr, Dy.Mgr, Manager, Sr.Manager, AGM & DGM)
TOP MANAGEMENT (5 Levels – GM, SR.GM, CGM, AVP, VP, CEO, PRESIDENT, DIRECTOR, E.D. & M.D.)
However, the Categorisation, Levels & Designations could be changed as per the Organisations needs & nature of Industries. The position is different in Software & other type of Companies compared to Steel, Cement etc., as stated above.
As Salaries will vary depending upon Qlfcn, Exp. location, type of industry etc., the same can be grouped to fit into appropriate grades. I request respectable Cite HR Senior Members to peruse the above and provide us (in a Statement Form) the types of Categorization / Grading of all Designations available for the benefit of HR Managers who need such List not only for their works but also, for convincing Senior Management whenever Salary, Designations are to be reviewed / re-fixed. Even though there may not be fixed norms for revision or change, it will be helpful if Seniors provide some Formats / Guidelines which will be showing Categorization / Grading of all designations for better presentation as there is a saying; something is better than nothing. This will help many HR Professionals just like Standard quotations / specifications, Comparative statements with rates for products like Car, bike etc.
I request Cite HR Sr. Members to give more information on this important aspect of HR to help HR Managers for categorizing the employees for various HR & MIS Reports and also for Recruitment teams.
As January is Approacing, HR Dept. is busy to compile Holidays List, Update all Leaves, HR Infn. to consider Promotion, S.I./A.I. in Jan.2017 after P.A., Statutory Returns,etc., the below Rules/points can be Useful; if not yet done.
===========
1.HOLIDAY LIST-2017 – OPTIONAL HOLIDAYS:
================
For Continuous Processing Plants (for uninterrupted Works), 2 Optional Holidays can be Provided in the National & Festival Holidays to ensure Min.MP to man Essential Services like Prodn., O&M, A/c.s, HR etc., as most empl’s don’t observe all Festivals at 1 time & so, when 1 set of empl’s take Holiday, other set can work & vise-versa. It helps HODs to ensure min.MP for Shift duty/ maintain Essential Services by adjusting MP to suit his needs & avoid OT or stop work due to Holidays (without increasing Declared Holidays-10-12).
2. FRAMING H.R.RULES:
===========
HR Mgr to Draft all Rules after GM/MD giving detls of Co’s. Vision, Mission, Objectives, Total MP reqd, Posts, Grades, Salary, Benefits etc.
HRM can ask GM
What Rules, Policies to adopt.
For Cos. with 50+ empl’s, U can hire Consultant with 20+ yrs exp. He must make Rules keeping the interest of Co, its empls, Complying with Labour Acts, similar Cos. in the area; as HR Policies can affect Co. Reputation, its empl’s Morale & Retention.
3. WHY STANDING ORDERS ? (S.O.) - I.D.Act
===============
As per Industrial Employment (S.O.) Act,1946, Cos. with 50+ Workmen should Frame & get the S.O. Certified by Dy.LC. The CERTIFIED S.O. becomes part of STATUTORY TERMS & CONDITIONS OF SERVICE – BINDING the Co. & its empl’s.
S.O. is Statutory. Anything in Apptt.Order, Agreement contrary to S.O. can be Contested in Court. Hence, Co. Must
define with SUFFICIENT PRECISION; CONDITIONS OF EMPLOYMENT under them & Make them KNOWN to empl’s to avoid Empl’s Contesting in Court that Co. has not Notified them. i.e.,
The S.O. so Certified; empowers the Co. to take Action against its Empl’s for violating T&C in S.O. BUT; the Co. cannot punish Empl’s for Acts not included in S.O - SUPREME COURT.
TERMINATION WITHOUT ENQUIRY/NATURAL JUSTICE etc. IS ILLEGAL & Court can re-instate such Empl’s.
Hence, Imp.Acts/Conducts involving Discipline of empl’s; MUST be included in “MIS-CONDUCT LIST” in S.O. & PROCEDURES of NATURAL JUSTICE MUST be OBSERVED to make Co’s. action LEGAL.
Do’s, Don’t’s, Duties of empl’s -120 Points.
Mis-conducts for which empl’s LIABLE FOR DISCI. ACTION -100 points. Appt.Order.20 t&c-for Skilled & 30 for Suprvsrs & above (Pl.check t&c in ur A.O, S.O.etc.)- Effect of Non- inclusion.
==============
4. LEAVE RULES:
=========
HRM to make Leave Rules keeping Co.’s interest, Complying Factories, S&CE.Act, Empl’s interest & similar Cos. in the area.
I CAN provide ALL Rules+ Forms for
=========
SHORT & LONG LEAVE,
W-Off, Extra Work, Co-Off Rules, Appn.& Regr
M.B. Rules, Appn. & Pay Forms,
P.L. Rules, Appn.to Encash & Pay - Forms
Most empl’s try to save Leave (& he must save since that is what he get - as Encashment when he leave job).
When emply’ suddenly go due to urgency & return after 3-4 days, How to adjust/save his W-O?
Today, HRM is blamed for Not making Rules; though Rules exist to protect Interest of Co. & workers.
5.PERSONAL INFN. CHANGES NOTICE -P.I.C.N.-FORM. ============
Most HR Dept. have Per.Files on all empl’s. Still,
many empl’s current Infn. is missing when HOD wants them; i.e.
1. Present Address to send Notice to X,
2. Mobile No. would have changed to contact X
3. Nominees detls. to Notify accident etc.
4. Nominees detls. to send payment of deceased X
5. To know Marital / dependents detls,
6. To verify latest Addnl. Qlfcn. etc.,
As the above infn. have changed after giving Ist BIO-DATA -while joining, these infn. can be collected by Dec. using above Form to update HR&MIS to Promote, give S.I./A.I., Transfer etc.,
6. ABSENT NOTIFICATION FORM - A.N.F.
=========
Absenteeism is becoming a serious problem in some Cos. HRM is blamed for laxity. It can be controlled by using above Form. HRM to take Action against erring employee or when a HOD sends A.N.F. to him. Proper Disc.Procedure tobe followed for AOS lest; Court may nullify it as void. Pl. check for SAMPLE CIRCULAR + FORM in the 50 LIST for Adoption.
====================================
Most Cos. Hire Experts & give Training; to infuse new Blood / SHARE Exp. to existing Officers & pay as T&D Expense. Training helps to solve most HR problems.
Pl.SMS ur MailId to send List of
42 Imp. Rules+ Forms&150 Policies TO SET UP H.R.Dept.- from the scratch; to solve most HR Problems--
=======================================
-Provided to Cos. where NO HR/Per. Dept./Per.File existed;, NO Co.Appn, Appt.Order, S.O., Leave & Service Rules, ISO, Other Forms existed to Regularise Services of Empl’s. working for many years;
KINDLY “ IDENTIFY & SELECT SPECIFIC RP&F U Need” from the e List to retrieve from 4000 Files & 200 Folders.
As Ur SPECIFIC NEED can vary; OPTION is given Below to CHOOSE.
I can provide 5 Files at 1 time with R.P.& F. + ONLINE GUIDANCE.
1. on Subjects like PA, OD, OP, GP, VP, TA, LTA, MB, Co-Off, Grading, Resignation, Exit Interview/ Procedures, Clearance Certificate, F.S. etc.
2. SHORT & LONG LEAVE Rules, P.L. - Encash, Appn. Form, MB Rules, FORMS, Co.Off Rules + Appn. Forms, Clubbing, W-Off, L.W.O.P., S.O. with Appn., Certification Procedures, Letrs to Labr.Commr., List of DUTIES, MIS-CONDUCT, A.O, Essential Services, All Service Rules, Forms, Bonds, Contracts, Agreements etc.
I hope; My RP&F is easy to Adopt in ur HR works . U will get Ready to use RP&F - Soft copy of HR Expert & help GROW HR Consultancy to Benefit all HR & Other Mgrs. who have to get their work done thru empl’s.
Due to sudden Closure of our Co.in 2013, I + my HR Asst. developed Consultancy to pay rent etc., Pl.consider our Consultancy & I will send all ur HR needs.
REQUEST: Pl. peruse the RP&F & revert for any query. & also refer me to ur Friends.
Kind Regards.
C.Neyimkhan,HR Consultant(Ex-AGM-HR&A)
Ph: 09535470460- E-Mailid:
HOSPET / BENGALURU
Ex-Member, NIPM, Calcutta, Ex- Tr.-Member, I.I.M., B;luru.
Languages known: Kannada, Tamil, Telugu, Malayalam + Hindi & English
Abrevations used to save space.
From India, Mumbai
Acknowledge(0)Amend(0)
Hello to everyone,
I am a coordinator at a construction firm. We have planned a systematic way of organizing our team. This means we want to list job titles with responsibilities in descending order. Our firm is 6 years old, and although our employees work hard, our processes are not as systematic as we would like.
Could someone please help me in this regard? If you have any formats, charts, or other resources, please share them.
Thank you,
Email: pskgauravinfra@gmail.com
Gaurav Atri
7082381617
From India, Ambala
Acknowledge(0)Amend(0)
I am a coordinator at a construction firm. We have planned a systematic way of organizing our team. This means we want to list job titles with responsibilities in descending order. Our firm is 6 years old, and although our employees work hard, our processes are not as systematic as we would like.
Could someone please help me in this regard? If you have any formats, charts, or other resources, please share them.
Thank you,
Email: pskgauravinfra@gmail.com
Gaurav Atri
7082381617
From India, Ambala
Acknowledge(0)Amend(0)
CATEGORISING / GRADING of every Employee’s Designations
=================================================
in an Organisation (Mfg. Cos. like Steel, Cement, Sugar, Power, Chemical, Mines etc.,) from Kalassi / Peon to GM/Director (i.e., Un-skilled to Top Management) is an important task of HR Dept. tobe done in such a way that; every employees Qualifications, experiences, salaries are taken into account to avoid complaints of anomaly; later.
Also, it needs tobe done carefully and properly that the HR Dept. staff who have to prepare Annual Increments, Promotions, Fitment, Benefits etc., are able to understand the Categorisation so as to programme it in Computer while making such Increment, Promotion Orders with Salary, Grades for hundreds of employees at a stretch .
The Salaries are tobe fixed for each Grade/Category/Level in such a way that employees in each Grade has a particular Salary range/Band in a descending order say; from Director/President/GM down to the Un-skilled employees. Such Categorisation helps HR Dept. to group all employees from Un-SK to Top Mngmnt. and it is required for HR, MIS Reports & for filing various Returns. It will also help Interview Panel Members to fix a particular Candidate’s Designation in a Grade matching to his salary & post for the new candidate considering his Qlfn. & exp. vis-à-vis existing employees in the particular Dept. to which the new employee is going to join / recruited; to reduce heart-burning and anomaly problems among existing employees; later.
Salary fixation for each employee (based on Qlfcn, exp. & job knowledge) is one aspect whereas fixing his Grade/Category depending upon his Designation is another.
The 2nd one i.e., Categorising/ grading/ grouping say hundreds of employees into various grades is important to say how many Engrs./Officers, Managers, Mechanics are there at a particular time.
State Laws require Filing of Returns to District Industries Centre where Company has to state how many people of the Particular State are given jobs;- Category wise, say Skilled, Supervisor etc., In Karnataka, every Company has to file KANNADIGAS Report to provide statistics of Kannadigas employed in Manpower Returns - Quarterly.
I have attempted to Categorise all employee’s Designations as under (from Un-SK to Top Management in XL format) so that every employees Designations in a Labour Intesive Units like Steel Plants; are covered in Ascending Order; starting with
Un-Skilled,
Semi-Skilled &
Skilled . . (Skilled - 4 Levels like Jr.Optr, Asst.Optr, Optr & Sr.Optr.)
Supervisory (4 Levels - Jr.Supervisr, Asst.Supervsr, Supervisr & Sr.Supervisor)
Officers/Engineers (4 Levels – Jr.Offcr/Jr.Engr, Asst.Ofcr/Engr, Ofcr/Engr, Sr.O/Sr.Engr.)
Managers (7 levels – Jr.Manager, Asst.Mgr, Dy.Mgr, Manager, Sr.Manager, AGM & DGM)
TOP MANAGEMENT (5 Levels – GM, SR.GM, CGM, AVP, VP, CEO, PRESIDENT, DIRECTOR, E.D. & M.D.)
However, the Categorisation, Levels & Designations could be changed as per the Organisations needs & nature of Industries. The position is different in Software & other type of Companies compared to Steel, Cement etc., as stated above.
As Salaries will vary depending upon Qlfcn, Exp. location, type of industry etc., the same can be grouped to fit into appropriate grades. I request respectable Cite HR Senior Members to peruse the above and provide us (in a Statement Form) the types of Categorization / Grading of all Designations available for the benefit of HR Managers who need such List not only for their works but also, for convincing Senior Management whenever Salary, Designations are to be reviewed / re-fixed. Even though there may not be fixed norms for revision or change, it will be helpful if Seniors provide some Formats / Guidelines which will be showing Categorization / Grading of all designations for better presentation as there is a saying; something is better than nothing. This will help many HR Professionals just like Standard quotations / specifications, Comparative statements with rates for products like Car, bike etc.
I request Cite HR Sr. Members to give more information on this important aspect of HR to help HR Managers for categorizing the employees for various HR & MIS Reports and also for Recruitment teams.
Yours sincerely,
C.Neyimkhan, HR Consultant, Ex:AGM (HR&A), HOSPET, Karnataka,- Mobile - 9535470460 EMail:
30.3.2017
From India, Mumbai
Acknowledge(0)Amend(0)
=================================================
in an Organisation (Mfg. Cos. like Steel, Cement, Sugar, Power, Chemical, Mines etc.,) from Kalassi / Peon to GM/Director (i.e., Un-skilled to Top Management) is an important task of HR Dept. tobe done in such a way that; every employees Qualifications, experiences, salaries are taken into account to avoid complaints of anomaly; later.
Also, it needs tobe done carefully and properly that the HR Dept. staff who have to prepare Annual Increments, Promotions, Fitment, Benefits etc., are able to understand the Categorisation so as to programme it in Computer while making such Increment, Promotion Orders with Salary, Grades for hundreds of employees at a stretch .
The Salaries are tobe fixed for each Grade/Category/Level in such a way that employees in each Grade has a particular Salary range/Band in a descending order say; from Director/President/GM down to the Un-skilled employees. Such Categorisation helps HR Dept. to group all employees from Un-SK to Top Mngmnt. and it is required for HR, MIS Reports & for filing various Returns. It will also help Interview Panel Members to fix a particular Candidate’s Designation in a Grade matching to his salary & post for the new candidate considering his Qlfn. & exp. vis-à-vis existing employees in the particular Dept. to which the new employee is going to join / recruited; to reduce heart-burning and anomaly problems among existing employees; later.
Salary fixation for each employee (based on Qlfcn, exp. & job knowledge) is one aspect whereas fixing his Grade/Category depending upon his Designation is another.
The 2nd one i.e., Categorising/ grading/ grouping say hundreds of employees into various grades is important to say how many Engrs./Officers, Managers, Mechanics are there at a particular time.
State Laws require Filing of Returns to District Industries Centre where Company has to state how many people of the Particular State are given jobs;- Category wise, say Skilled, Supervisor etc., In Karnataka, every Company has to file KANNADIGAS Report to provide statistics of Kannadigas employed in Manpower Returns - Quarterly.
I have attempted to Categorise all employee’s Designations as under (from Un-SK to Top Management in XL format) so that every employees Designations in a Labour Intesive Units like Steel Plants; are covered in Ascending Order; starting with
Un-Skilled,
Semi-Skilled &
Skilled . . (Skilled - 4 Levels like Jr.Optr, Asst.Optr, Optr & Sr.Optr.)
Supervisory (4 Levels - Jr.Supervisr, Asst.Supervsr, Supervisr & Sr.Supervisor)
Officers/Engineers (4 Levels – Jr.Offcr/Jr.Engr, Asst.Ofcr/Engr, Ofcr/Engr, Sr.O/Sr.Engr.)
Managers (7 levels – Jr.Manager, Asst.Mgr, Dy.Mgr, Manager, Sr.Manager, AGM & DGM)
TOP MANAGEMENT (5 Levels – GM, SR.GM, CGM, AVP, VP, CEO, PRESIDENT, DIRECTOR, E.D. & M.D.)
However, the Categorisation, Levels & Designations could be changed as per the Organisations needs & nature of Industries. The position is different in Software & other type of Companies compared to Steel, Cement etc., as stated above.
As Salaries will vary depending upon Qlfcn, Exp. location, type of industry etc., the same can be grouped to fit into appropriate grades. I request respectable Cite HR Senior Members to peruse the above and provide us (in a Statement Form) the types of Categorization / Grading of all Designations available for the benefit of HR Managers who need such List not only for their works but also, for convincing Senior Management whenever Salary, Designations are to be reviewed / re-fixed. Even though there may not be fixed norms for revision or change, it will be helpful if Seniors provide some Formats / Guidelines which will be showing Categorization / Grading of all designations for better presentation as there is a saying; something is better than nothing. This will help many HR Professionals just like Standard quotations / specifications, Comparative statements with rates for products like Car, bike etc.
I request Cite HR Sr. Members to give more information on this important aspect of HR to help HR Managers for categorizing the employees for various HR & MIS Reports and also for Recruitment teams.
Yours sincerely,
C.Neyimkhan, HR Consultant, Ex:AGM (HR&A), HOSPET, Karnataka,
From India, Mumbai
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Creating a Competitive Salary Structure.doc
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