| Tailored Pay and Benefits Surveys and Benchmarking |
| |
|
| |
Our substantial database of pay, incentives and benefits data provides an excellent source of data for bespoke market pay guidelines for clients who require a more tailored approach. This can be undertaken for any number of posts within your organisation and can focus on specific business types, companies or functional areas. Client's confidentiality is paramount and no data will be attributed to any specific company. The size of samples from which data is extracted must be sufficient to maintain such confidentiality. Our expertise can also be used to undertake a broad review of pay policy, drawing on our experience and knowledge of the finance sector and supporting your company's business and HR objectives and policies. |
| |
|
| |
Examples of How We Have Helped Our Clients: |
| |
Advice to Remuneration Committees |
| |
Non-Executive Director Fees |
| |
Expatriate Staff Packages |
| |
|
| |
Click here to register your interest |
| |
|
| |
|
| Job Evaluation |
| |
|
| |
The aim of job evaluation is to provide a systematic and consistent approach to defining the relative worth of jobs within a workplace, single site or multiple site organisation. It is a process whereby jobs are placed in a rank order according to overall demands placed upon the job holder. |
| |
|
| |
It therefore provides a basis for a fair and orderly grading structure. |
| |
|
| |
Job evaluation does not determine actual pay. That is a separate operation. |
| |
|
| |
Only the job is evaluated, not the person doing it. It is a technique of job analysis, assessment and comparison and it is concerned with the demands of the job, such as the experience and the responsibility required to carry out the job. It is not concerned with the total volume of work, the number of people required to do it, the scheduling of work, or the ability of the job holder. |
| |
|
| |
Job evaluation is often used when: |
| |
- determining pay and grading structures
- ensuring a fair and equal pay system
- deciding on benefits provision - e.g. bonuses and cars
- comparing rates against the external market
- undergoing organisational development in times of change
- undertaking career management and succession planning
- reviewing all jobs post-large-scale change, especially if roles have also changed.
|
| |
|
| |
Click here to register your interest |
