Question

For more than 10 years you have been a human resources manager at a recently-unionized tool manufacturing company. Your company is home to more than 50 employees, ranging from machinists to metal fabricators, to accounting and inventory clerks. Your firm has built a reputation of quality, and the relationships of your long-time employee team with customers are a key pillar of your client service strategy, as well as the willingness of most clients to pay above market norms for your products. Simply put, your products are high-quality, your team is solid, and so is your reputation. Everyone at the company has the same benefits package and it seems to be "ok" however no one has ever checked how their benefits compare to other firms or how employees feel about their benefits. Many employee have been with the company for a long time and are aging. Workforce demographics must be considered now and for the future and this may affect your compensation strategy. Given the recent unionization of your workforce, you are formalizing processes, and systems and you recently conducted an inventory of compensation system considerations, and have since successfully chosen a compensation system. You have also established an aligned pay system to market positions with your new collective agreement, which includes provision for performance pay for unionized workers. Unfortunately, your management staff are now without a performance pay framework, and you must remedy this in order to retain team engagement and equity. Your team will propose a performance pay plan for the seven managers and bring it forward to your colleagues through the discussion forum. Please propose a compensation system for managers that is transparent, open and metrics-based. Link the process to performance evaluation and explain how your firm will balance the administrative pay process with other demands to maintain relative equity and team engagement. Provide five reasons that you believe it will work, citing your learning so far.

Answer 1

1. As mentioned above I am a human resource manager for the past 10 years and using this experience I will select those managers who have a better experience and better knowledge with good qualification background.
2. They must be serious and dedicated towards their work also they can perform under pressure and they should have a good team leader qualities. They should have good administrator knowledge.
3. Wages should be decided depending upon the experience and qualifications. If in case a talented person may be found then we should also pay him//her accordingly.
4. For team engagement, a good team leader should be there in the company. The team leader plays an important role in any firm or company.
5. The team leader should be given only one or two fields, not more than that as they will not be able to engage the team and as a result, no improvement will be seen.
6. For team engagement, incentives should be provided so that employees can give their best during the targets. An employee of the week or month should be declared so that there will be a healthy competition between the employees by which we can boost up the performance of the employees.