This document provides an overview of pay structures and compensation. It discusses key topics such as:
1) Definitions of pay, compensation, and rewards.
2) Elements of pay structures including pay schedules, grades, and ranges.
3) Factors that influence pay raises such as market rates, proficiency, and performance.
4) Reasons for satisfaction or dissatisfaction with pay raises related to cost of living, individual performance, and organizational performance.
5) Explanations given to employees about pay decisions regarding individual and organizational factors.
The document examines these issues over 50 pages and provides information to understand compensation programs.
This document provides an overview of people management topics in late 2015. It covers definitions of management, personality types, action sequences, organizing groups, culture, biases, assumptions, roles, mindsets, projects, performance, creativity and advice. The document is from Toronto Training and HR and aims to help managers improve employee engagement, reduce costs and save time. It concludes with a summary and questions.
This document provides guidance on finding and securing an ideal job, including how to prepare for and conduct an effective job search and interview process. It discusses choosing a career path, what employers look for, self-branding and developing an elevator pitch. Interview preparation tips include researching companies, practicing responses to common questions, and creating the right mindset. The document also offers strategies for negotiating job offers, handling different types of interviews, and following up after an interview. The overall aim is to help job seekers optimize every step of their job search.
This document discusses factors that influence job satisfaction. It explores definitions of job satisfaction and causes of dissatisfaction such as stress. Intrinsic rewards like meaningful work and extrinsic rewards like pay are examined. A survey to measure satisfaction is presented covering aspects like work complexity, supervision, and promotions. Relationships between satisfaction and absenteeism, leadership styles, decision making processes, and trust are investigated. The impact of rewards, work environment, career development and management relationships are also reviewed. The document concludes with considerations for activities to improve employee satisfaction and engagement.
This document provides an overview of change management by discussing key topics such as:
1) Definitions of change management, types of change, and issues in the change management process.
2) Criteria for mobilizing change, taking charge of change, and questions to ask when facilitating change.
3) Practical ways to facilitate change, typical reactions to change, and the need for a people plan during change processes.
4) Barriers to change, challenges for change leaders, and how learning and development practitioners can help organizations manage change.
This document provides an overview of HR outsourcing, including definitions, key trends, factors to consider, and best practices. It discusses how HR is changing and criteria for determining core vs. non-core HR processes. The document also outlines a three-phase outsourcing process, from preparation to implementation, and areas to consider when evaluating outsourcing, such as benefits, risks, flexibility and cost. Metrics, cost-benefit analysis, selecting providers, and common traps are also addressed to help organizations determine if and how to outsource their HR functions.
This document provides an overview of various strategic planning concepts and frameworks. It discusses definitions of strategy, types of strategic decisions, frameworks for developing strategies in different areas like human resources, employee engagement, mobile learning, and diversity. It also covers analyzing external factors through PESTLE analysis and internal factors through SWOT analysis. Additionally, it discusses approaches for creating time for strategy, common myths around strategy execution, and exit strategies for family firms. The document aims to equip readers with knowledge on developing and implementing effective strategies.
This document provides an overview of mental health in the Canadian workplace, including:
1) Mental health issues represent a significant cost to Canadian employers, with 30% of disability claims and $180 billion spent annually on workplace mental health programs and issues.
2) Poor mental health can negatively impact employee performance through reduced concentration, decision making abilities, and increased conflicts.
3) Employers should adopt comprehensive and integrated approaches to mental health that involve leadership commitment, wellness programs and policies, and regular evaluation.
This document provides an overview of employee engagement and strategies for improving it. It defines employee engagement as having three elements: vigour, dedication, and absorption. It identifies key enablers of engagement including strategic narrative, engaging managers, employee voice, and integrity. The document also discusses how engagement can be measured and initiatives organizations can implement to boost engagement, such as recognition programs, ideas schemes, and benefits packages.
This document provides an overview of workplace wellness initiatives and programs. It discusses popular wellness initiatives in Canada, reasons for organizations to implement wellness programs, and low-cost or no-cost options. It also outlines steps for creating a healthy workplace, including obtaining management support, conducting assessments, developing plans, implementation, and evaluation. The document concludes by summarizing key takeaways and posing questions.
This document provides an overview of decision making processes. It discusses definitions of decision making, types of decisions, phases of decision making, and strategies. It also describes structured decision making models, factors that support effective decisions, collaborative decision making, and tools to aid decisions. Techniques for intuition, ensemble decision making, developing a decision profile, and improving decisions are covered. Complicating factors, pitfalls, and making decisions under stress are also addressed. The document aims to give a comprehensive overview of considerations and best practices for decision making.
This document provides an overview of skills shortages and deficits in Canada and other countries. It discusses definitions of key terms, essential skills for workers, skills employers are looking for, skills training approaches in different regions, and challenges with skills gaps. Specific topics covered include the skills blueprint in British Columbia, the skills situation in Australia, support for skills training from employers, and Ontario's skills gap. The document concludes with a summary and questions for reflection.
This document provides an overview of innovation in the workplace. It defines innovation and creativity, discusses types of innovation like process and product innovation. It outlines the stages of the innovation process as initiation and implementation. It also examines ways to promote innovation such as seeking the right people, having an innovation process, and being open to small experiments. Finally, it concludes with questions about applying innovation concepts.
This document provides an overview of teams in the workplace. It discusses definitions of teams and groups, the typical stages in a team's life cycle including forming, storming, norming, and performing. It also outlines steps for effective teambuilding, roles within teams, types of team leaders, and factors for team success. The document examines how to improve teamwork through goal setting, recognition, and ongoing coaching. It provides guidance on team decision making, diversity, meetings, and building cohesive teams.
Negotiating and influencing others September 2015Timothy Holden
This document provides an overview of negotiating and influencing others. It begins with definitions of negotiation and influence. It then discusses the importance of involvement and influence in organizations and tactics for influencing people like using reason, friendliness, or appealing to higher authority. Approaches to influencing others include assertive persuasion, rewarding good behavior, and developing trust. The document also covers principles of persuasion, competencies for becoming more influential, managing one's boss, conducting negotiations, dealing with stressful negotiations, and roles of mediators in resolving disputes.
This document provides an overview of effective learning and development. It discusses components to consider when delivering learning content, such as instructional approaches that align with adult learning characteristics. Recommendations are provided for induction programs for new salespeople. Methods to measure the effectiveness of development programs and reasons for not measuring are also examined. The document concludes with a discussion of trends in learning and development.
This document provides an overview of employer branding, including definitions, dimensions, factors, stages, and features of employer branding. It discusses communicating an employer's brand through symbols, behaviors, and social media. Developing an effective employee value proposition and brand personality are also covered. The conclusion encourages the reader to consider what their employer brand is, how it is measured and evolving, and questions to help improve it.
This document provides an overview of effective leadership. It discusses definitions of leadership, essential leadership characteristics like social phenomena and power. It examines what we observe in leadership like actions, structures and results. Key drivers of leadership success include personality, proficiencies, persuasion and purpose. The document also outlines reasons people choose to lead, examples of leadership behaviors, aspects that characterize leadership tasks, the process steps of leaders and followers, advantages of hierarchy, interim CEO roles, building trust, and mistakes leaders make in tough times. It concludes with a summary and questions.
This document provides an overview of organization development (OD) and organizational design. It defines key terms, discusses models and approaches to OD, and outlines various goals, characteristics, specifications, and interventions related to OD. The document also examines different types of organizational structures and areas to focus on with organizational design. Overall, the document serves as an introduction to concepts in OD and organizational design.
Recruitment & talent acquisition October 2015Timothy Holden
This document provides an overview of talent acquisition and recruitment best practices. It discusses definitions, the talent acquisition process, tools like realistic job previews and applicant tracking systems, and strategies such as social media, mobile, agencies, and employee referrals. Specific topics covered include attracting top talent, selecting applicants, hiring salespeople, recruiting migrants to Canada, trends shaping the future of hiring, and technology trends in recruiting. The document aims to educate readers on current and emerging practices in recruitment and talent acquisition.
This document provides an overview of motivation and morale in the workplace. It discusses definitions of motivation, intrinsic and extrinsic motivation, and examples of motivation scales. Sources of job motivation are explored, as are drives for motivation and elements needed for motivation. Leadership and its relationship to motivation are examined. Strategies for developing employee motivation and practices to inspire motivation are presented. Theories of motivation such as expectancy theory, self-determination theory, and equity theory are summarized. Case studies and questions are provided.
This document provides an overview of incentive programs for employees. It defines various types of incentives and discusses the purpose, principles, best practices, and factors to consider when designing incentive programs. Some key points include: the purpose of incentives is to improve motivation and tie pay to performance; principles include insurance, rationality, and deferred compensation; best practices include setting achievable goals and rewarding behaviors; and factors to consider are program cost, ability to measure results, and brand exposure. Concerns about incentive programs include potential unethical actions, pay inequality, and lower intrinsic motivation.
Compensation Best Practices Series Pay Communications PracticesPayScale, Inc.
The document summarizes a presentation on compensation best practices and pay communication. It includes:
- An overview of Payscale's 2022 compensation best practices report analyzing trends from over 5,500 respondents.
- Discussion of who typically has roles in compensation planning and communication within organizations, including leadership, HR, managers, and employees.
- Examples of ongoing compensation management processes like performance reviews and compensation review meetings.
- Suggestions for increasing pay communication transparency by using pay ranges, increasing frequency of communication, and training managers.
- Scenarios and tips for having difficult compensation conversations with employees, such as when pay is low or high compared to peers.
Webinar-What’s Next for Performance-Related Pay?.pdfPayScale, Inc.
Join Payscale’s Chief Product Evangelist, Ruth Thomas and Director of Social Impact, Vicky Peakman as they discuss the concept of pay for performance and what that can look like for your organization.
This document discusses performance appraisal and reward systems. It provides learning objectives about understanding the role of money as a motivator and examines behavioral considerations in performance evaluations. It describes characteristics of effective feedback programs and the process of attribution. It discusses linking pay to performance through profit sharing, gain sharing and skill-based programs. The document provides an overview of different components of a complete reward program and discusses economic incentive systems for motivating employees.
This document discusses paying employees based on their contribution rather than just performance or competencies alone. It defines contribution-related pay as linking pay to both performance results and competence. The key elements are setting clear expectations and rules for pay progression based on deliverables, competencies, and behaviors. An effective performance management process is emphasized, with planning, managing, reviewing, and rewarding performance. Getting the details right requires sound competency frameworks, regular feedback-focused coaching, and a focus on raising rather than rating contribution. Pulling it all together requires building manager capability, deciding how it fits the existing culture, starting payment as soon as practical, communicating openly, and having top-level clarity and commitment.
Is it Time to Rethink Your Compensation Strategy?PayScale, Inc.
Join Payscale’s Lexi Clarke, Chief Human Resources Officer as she discusses how to rethink and build a better compensation strategy that works for your organization.
Internal equity refers to the fairness of an organization's pay structure. It can be established through job evaluation, which determines a job's worth to the employer, or competency analysis, which evaluates an individual's skills and abilities. Job evaluation methods include ranking jobs, classification systems, and point factor analysis. Alternatively, pay can be based on external market pricing. Maintaining internal equity ensures fair treatment and motivates performance.
This document discusses compensation and benefits. It defines employee compensation as all forms of pay arising from employment, including both direct financial payments as well as indirect rewards. It notes compensation includes wages, salaries, bonuses, and benefits. The document outlines various factors that influence compensation decisions, both external factors like the economy and internal factors like a company's policies. It also discusses different types of direct and indirect pay as well as other compensation systems. Finally, it examines approaches to designing equitable compensation systems, including ensuring internal equity between jobs, external equity compared to the market, and individual equity.
This document discusses best practices for compensation management. It covers total rewards approaches, compensation components like base pay and benefits, pay structures using grades and ranges, and individual pay determination. The goal is to attract, motivate and retain employees through legally compliant, cost effective, and equitable compensation that recognizes individual contribution and performance.
This document provides an overview of reward and recognition strategies and programs. It discusses definitions of key terms, different types of rewards including base pay, total compensation, and recognition. It examines theories like expectancy theory and factors that influence pay structures. Specific strategies for recognition are outlined, including ensuring recognition is immediate, simple, timely, public, and personal. Characteristics of successful programs and how to effectively reward and recognize employees through various initiatives are also summarized.
This document provides a summary of reward issues for the second half of 2013 by Toronto Training and HR. It includes definitions of intrinsic and extrinsic rewards, the philosophy of reward management focusing on strategic alignment and fairness. It discusses total reward programs including pay, benefits, learning and development. It also covers topics like conducting compensation analyses, models of effort-reward imbalance, developing a reward strategy, job evaluation, recognition programs, and applying reward programs. Trends covered include non-traditional programs, budgetary pessimism, technology, gamification, non-cash rewards, wellness, and corporate social responsibility.
Rewarding employees is important for retention and motivation. A successful reward strategy should recruit and retain the right people, invest in them, set clear objectives and standards, and link rewards to business success. Elements of a reward system include base pay, variable pay, bonuses, incentives and benefits. Non-financial rewards like recognition and advancement opportunities are also meaningful when money is tight. Careful consideration should go into designing rewards, especially for executives and expatriates, to ensure fairness and alignment with business goals.
This document provides an overview of reward strategies and trends, discussing topics such as types of financial and non-financial rewards, determining reward budgets, optimizing total rewards, and analyzing trends in reward strategy, design, and implementation. It also examines issues in executive compensation and considers what changes may occur in 2015, focusing on managing costs, alignment, pay for performance, and differentiating rewards.
This document discusses establishing an evidence-based employer brand through conducting an employee value proposition (EVP) assessment. It recommends conducting an EVP assessment to identify the key drivers of attraction and retention, then using that data to inform employer brand positioning, communications planning, and branding campaigns. The goal is to prioritize efforts to maximize impact on attracting and retaining talent by aligning employer branding with what employees truly value.
This document discusses pay for performance and compensation systems. It examines how compensation can be used to attract, retain, motivate, and develop employees. It explores different theories of motivation and components of total reward systems. The document analyzes research on whether compensation influences people to join or stay with a firm, develop skills, and improve job performance. While individual merit pay is questioned, evidence suggests group bonuses and profit/gain sharing can be effective forms of performance-based pay.
The Pitfalls of Linking Pay With Performance and How To Overcome ThemCBIZ, Inc.
Linking pay with performance can be beneficial for your company, but it could also have dire implications if done improperly. Read on as Ed Rataj explains what could go wrong, and how to overcome the pitfalls of linking pay with performance.
Pay for perfomance (Pros&Cons) presentationEvelyne Otto
Pay for performance (PFP) uses incentive pay to encourage employees to meet production goals. PFP can increase productivity when goals are clear, rewards are desired, and it focuses on whole-company success rather than individual performance. However, PFP may decrease intrinsic motivation, quality, and teamwork if it pits employees against each other. For PFP to be effective, expectations must be communicated clearly and regularly evaluated, and both financial and non-financial rewards should be used to motivate employees.
This document provides an overview of employee engagement for Toronto Training and HR. It defines employee engagement and related concepts. It discusses the sources of engagement, rules to promote it, impacts on engagement, and ways to measure and categorize engagement levels. The document also outlines models for the employee engagement process, onboarding, and building brand values. It explores reasons for disengagement and provides strategies for improving engagement through the appropriate use of surveys, manager coaching, and tailored approaches for different worker types.
This document discusses establishing a market-competitive pay structure. It outlines 6 steps to develop a pay structure: 1) Conduct a salary survey, 2) Evaluate jobs and group similar jobs into pay grades, 3) Price each pay grade using a wage curve, 4) Fine-tune pay rates by developing ranges, 5) Correct any out-of-line pay rates, and 6) Use raises, bonuses and incentives to reward performance. Key factors in determining pay include aligning compensation with organizational strategy, addressing issues of internal/external equity, and maintaining individual/procedural equity through performance evaluations and communication.
Webinar - Preparing for Successful Year End Compensation PlanningPayScale, Inc.
Join Payscale’s Chief Product Evangelist, Ruth Thomas and Kim Taylor, VP of Compensation Services as they give expert advice to prepare you for the upcoming comp planning season.
Half day open training event held in London, England on how to conduct the dismissal/termination of an employee as professionally and efficiently as possible, whilst minimising the pain and suffering involved.
This document discusses various types of discrimination in the workplace and strategies to minimize discrimination. It defines key terms around discrimination such as direct, indirect, and harassment. It also outlines actions employers can take such as clear communication of standards, training, and policies to foster diversity and inclusion. Specific types of discrimination covered include those based on gender, gender identity, sexual orientation, religion, race, and mental health.
This document discusses competency frameworks and their effective use. It defines competencies and competency-related terms. It also outlines several competency models, including examples from SHRM, HRPA, and CME Group. The document explores competency mapping, modelling, and training. It examines competencies for various roles like HR, coaching, sales, and leadership. Overall, the document provides an overview of competency-based management systems and how organizations can identify, assess, and develop competencies to improve performance.
This document provides an overview of change management strategies and techniques. It discusses definitions of different types of organizational change, models for managing change effectively, key drivers of change management success, and tips for leading transformational change initiatives. The document also outlines common reasons why change efforts fail and provides exercises and resources for change management practitioners.
Half day open training event held in London on sickness absence and persistent lateness. Explained the link between employee engagement and absenteeism to the audience of HR professionals, small business owners and departmental managers.
This document provides an overview of culture and cultural change in organizations. It defines key terms like culture, organizational culture, and workplace culture. It also discusses dimensions of organizational culture, imperatives for addressing culture, categories of cultural issues, and frameworks for cultural evolution and change. The document also covers topics like leadership and sustainability during culture change, building a culture of continuous improvement, recruitment and culture, creating inclusive workplace cultures, and developing high performance organizational cultures.
This document provides an overview of coaching and mentoring. It defines coaching and mentoring, discusses frameworks like GROW and SMART goals, and covers topics such as selecting coaches, creating a coaching climate, and common mistakes in mentoring. The document outlines the key steps in both the coaching and mentoring processes and concludes with a summary and questions.
This document provides an overview of talent management and innovation in the workplace. It discusses definitions of innovation and creativity. It also outlines different types of innovation including process, offering, delivery, and finance innovations. The document then covers stages of the innovation process, metrics on countries' competitiveness in innovation, protocols for innovation, diffusion of innovation, and directions of innovation flow. It concludes with strategies for promoting innovation such as recognizing everyone's role, having an innovation process, and being open to small experiments.
Diversity, inclusion and equality December 2015Timothy Holden
This document provides an overview of diversity, equality, and inclusion in the workplace. It discusses key definitions, the business case for diversity, benefits of improving diversity, and taking action over diversity such as setting objectives and measuring outcomes. Specific topics covered include culture and diversity, hidden biases, challenges in prioritizing diversity, common pitfalls in training, initiatives to improve gender diversity, an age-diverse workforce, and encouraging inclusion. The document concludes with a summary and questions.
Recognition and non-financial reward November 2015Timothy Holden
This document provides an overview of employee recognition and non-financial rewards. It discusses the history and definitions of recognition, different types and forms of recognition including social and electronic recognition. Best practices for recognition programs are outlined, such as recognizing specific behaviors and results. Potential pitfalls in recognition like inauthenticity are examined. Trends toward more results-focused, embedded and software-based recognition are covered. The document aims to help organizations develop effective recognition strategies on any budget.
This document provides an overview of talent management and innovation in the workplace. It discusses definitions of innovation and creativity. It also outlines different types of innovation including process, offering, delivery, and finance innovations. The document then covers stages of the innovation process, metrics on countries' competitiveness in innovation, protocols for innovation, diffusion of innovation, and directions of innovation flow. It concludes with strategies for promoting innovation such as recognizing everyone's role, having an innovation process, communicating, and being open to small experiments.
Gender diversity and breaking through the glass ceiling September 2015Timothy Holden
This document provides an overview of gender diversity and breaking through the glass ceiling. It discusses definitions, the business case for gender diversity, myths and realities about women in leadership, patterns of gender bias, strategies for overcoming bias, explanations for the glass ceiling, reasons it exists, how women rationalize working under it, and best practices for sponsorship. Global examples of the glass ceiling in France and Turkey are also examined, as well as female labor force participation rates around the world.
2024's Top Chief Revenue Officers to Follow.pdfTHECIOWORLD
He exemplifies this approach by his unshakable commitment to generating results and his relentless drive, as evidenced by his over 15 years of experience in the industry. As an accomplished professional in the diversified industry of telecommunications, his story illustrates the power of enthusiasm and tenacity to propel success.
1911 Gold Corporation is located in the heart of the world-class Rice Lake gold district within the West Uchi greenstone belt. The Company holds a dominant land position with over 62,000 Hectares, an operating milling facility, an underground mine with one million ounces in mineral resources, and significant upside surface exploration potential.
IRDAI's Regulatory Sandbox - Transforming Insurance Sector in IndiaEnterslice
The IRDAI Regulatory Sandbox is a groundbreaking initiative that allows insurers and innovators to test new ideas in a safe environment before rolling them out widely. This blog explores how the IRDAI Regulatory Sandbox is encouraging innovation while ensuring consumer protection in India's insurance sector.
The report provides detailed insights into project economics, including capital investments, project funding, operating expenses, income and expenditure projections, fixed costs vs. variable costs, direct and indirect costs, expected ROI and net present value (NPV), profit and loss account, financial analysis, etc.
Jerold Kayden - A Goal-Focused Professional - Boston, MA.pdfJerold Kayden
As Sales Director at Avaya, Jerold Kayden achieved a 100% quarterly quota retention and developed a robust network of channel partners. To know more about him visit his official site https://www.jeroldkayden.net/
Virtual Production Tool Set and Technologies Redefining Cinema.pdfvirtualproduction38
Discover how Virtual Production Tools and cutting-edge tech are revolutionizing filmmaking! Unleash creative freedom with virtual sets and in-camera VFX.
Mobile Application pentesting blog.docx.pdffortbridge4
Mobile Application Pentesting, also known as penetration testing. It is an important method for detecting and fixing security weaknesses in mobile applications. Here, cyber security specialists pretend that they are attackers while conducting tests in order to discover some possible flaws in advance of attackers taking advantage of them.
Steps to Register Company in Dubai Mainland.pptxblackswanbss
Discover the essential steps to register a company in Dubai Mainland. Learn about choosing business activities, legal structures, obtaining approvals, and securing a trade license to ensure a smooth setup process in Dubai.
An effective technical department at PMS is composed of a knowledgeable team of trained professionals who provide excellent design services as well as post-sale support. Due to the great quality of all of our products, they are all made to be very easy to construct and disassemble and are reasonably priced with appealing designs. We offer a wide range of products and services, such as designing and constructing distinctive floating pontoons.
Business Lessons From Emmanuel Katto UgandaOliviaCox14
Emmanuel Katto, a prominent businessman and former rally driver, has shared several key business lessons from his extensive career. His mantra, “always put in 110% effort,” underscores the importance of hard work and dedication in achieving success. He stresses the need for careful planning and strategic decision-making. Check out the PPT to know more.
As a Carbon footprint consultancy in Agile Advisors, measuring each person's carbon footprint aims to make each person responsible for their share of greenhouse gas emissions. It seeks to persuade people to live more sustainably and make decisions that benefit the environment. However, businesses and large-scale commercial activities are the primary sources of most of the world's greenhouse gas emissions rather than private individuals. The Intergovernmental Panel on Climate Change (IPCC) estimates that roughly 100 enterprises globally account for over 70% of carbon dioxide emissions. This startling figure shows that no person's efforts can end the global catastrophe alone. However, on a smaller scale, our individual decisions do matter. Adopting sustainable practices by a group of people can have a cascading effect that affects more prominent organizations and changes policies. Ocean circulation and solar reflectance are two global-scale feedbacks that are linked to changes in the cryosphere.
Agile Advisors provides Carbon footprint consultancy In Dubai, the amount of carbon that exists on Earth remains constant. When dinosaurs walked the Earth millions of years ago, it was precisely the same as it is now. The atmosphere, oceans, and living things contain the remaining carbon, primarily stored in reservoirs or sinks, such as rocks and sediments. When plants and animals breathe, carbon is released back into the atmosphere. An essential component of all life on Earth is carbon—the fundamental element of life; carbon aids in forming living things' bodies. Its compounds form gases, liquids, and solids. While lowering one's carbon footprint is something that people should aim to do, addressing the structural problems that lead to climate catastrophe is also crucial. In order to contribute, governments, businesses, and other organizations must implement policies that support renewable energy, invest in environmentally friendly infrastructure, and control emissions from large enterprises.
We are Carbon footprint consultancy In UAE, Carbon dioxide, carbonate, and hydrogen carbonate comprise the bulk of inorganic carbon. Carbon is constantly moving in both directions between the organic and inorganic forms. Inorganic carbon is converted to organic carbon from its oxidized form when photosynthesis occurs. Airborne oxygen can oxidize organic carbon, mainly by respiration (breathing). The Earth's crust contains more than 99 per cent of the carbon involved in the carbon cycle. Most of this carbon is biological, having been deposited on the ocean floor by the skeletal remains of numerous marine animals that employ calcium carbonate to make their shells and skeletons. These deposits could eventually consolidate into limestone. The equilibrium between CO2 sources and sinks—sources release CO2, while sinks take in and store it—determines the amount of CO2 in the atmosphere.
The standard operating procedure aims to align all the Digital Marketing Efforts into a single channel and help to measure the effectiveness of each department.
This SOP applies to all digital marketing activities including
• Social Media Marketing (SMM)
• Search Engine Marketing (SEM)
• Digital Ads
• Web Development
• SEO
• Email Marketing
• SMS Marketing
• Community Marketing (Whatsapp/ Viber etc.)
• Paid Marketing
• Native Marketing
• Analytics Tools
Standard Operating Procedure for Digital Marketing
Pay September 2015
1. All you need to know about pay in
late 2015
by Toronto Training and HR
September 2015
2. CONTENTS
3-4 Introduction
5-6 Definition
7-8 Elements of pay structures
9-10 Pay compression
11-15 Linking pay to competencies
16-18 Pay progression and pay structures
19-20 Building pay grades and salary ranges
21-22 Performance-related pay
22-23 Extroverts and introverts
23-25 Ways in which employees may be paid
26-27 Factors that influence pay raises
28-30 Reasons for dissatisfaction with a pay raise
31-33 Reasons for satisfaction with a pay raise
34-36 Explanations given to employees about the pay decision
37-38 Recognizing all parts of total rewards
39-40 Assessing the suitability of an employee for a raise
41-42 Myths around equal pay
43-44 Tests around equal pay
45-46 What does a top 100 CEO earn in Canada?
47-48 How much should I pay?
49-50 Conclusion, summary and questions
Page 2
4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers
12. Linking pay to
competencies
2 of 4
• Essential competencies
• Differentiating
competencies
• The iceberg model of
competencies
• Questions to ask
Page 13
13. Linking pay to
competencies
1 of 4
• Skill-based pay
• Team-based programs
• Traditional
compensation systems
• Predictors of superior
performance
Page 13
14. Linking pay to
competencies
3 of 4
Designing and
implementing a
competency model
• Core competencies &
strategic context
• Identify sample of
superior performers
• Collect data
• Design, validate and
communicate models
• Evaluate individuals
based on competencies
Page 14
15. Linking pay to
competencies
4 of 4
Alternative approaches
• Define how pay will be
linked to competencies
• Salary structure
• Promotional increases
• Annual salary increases
• Merit pay
• Incentives
Page 15
17. Pay
progression
and pay
structures
1 of 2
• Definitions
• The impact of pay
structures
• Objectives of pay
structures
• Types of pay structures
• Issues in introducing or
replacing pay structures
Page 17
18. Pay
progression
and pay
structures
2 of 2
• Factors contributing to
local pay variation
• Methods of determining
pay progression
• Techniques to control
pay progression
Page 18
22. Performance-
related pay
• Definition
• Objectives of
performance-related
pay
• The pay review
process
• Issues when
implementing
performance-related
pay
Page 22
24. Ways in
which
employees
may be paid
1 of 2
• Based on how well I
perform
• Linked to inflation/
cost of living
• Based on my
experience
• Linked to the going
rate for the job that I
do
• Linked to how well
my organization
performs
Page 24
25. Ways in
which
employees
may be paid
2 of 2
• Based on how long I
have worked for the
employer
• Linked to how well
the team or
department performs
• Based on a trade
union negotiated deal
• Based on how old I
am
Page 25
29. Reasons for
dissatisfaction
with a pay
raise 1 of 2
• It did not keep pace with
increases in the cost of
living/inflation
• It did not reflect how well
I had performed at work
• My pay is below what I
could get elsewhere for
doing the same job
• It was below the pay
increase of senior
management
Page 29
30. Reasons for
dissatisfaction
with a pay
raise 2 of 2
• It did not reflect the state
of the economy
• It did not reflect my
experience
• It did not reflect how
much money the
organization had to make
a pay award
• It did not reflect how well
my team has performed
at work
Page 30
32. Reasons for
satisfaction
with a pay
raise 1 of 2
• It reflected the state of
the economy
• It reflected how well I had
performed at work
• It was more than I
received last year
• My pay is at or above
what I could get
elsewhere for doing the
same job
Page 32
33. Reasons for
satisfaction
with a pay
raise 2 of 2
• It kept pace with
increases in the cost of
living or inflation
• It reflected how much
money the organization
had to make a pay award
• It reflected my experience
• It did not discriminate
against me because of my
minority background
• It reflected my length of
service
Page 33
35. Explanations
given to
employees
about the pay
decision 1 of 2
• How much money my
organization had to spend
• The state of the economy
• My individual performance
• The cost of living or
inflation
• A trade union pay deal
• The going rate for the job
• My team’s performance
• How long I have worked
for the employer
Page 35
36. Explanations
given to
employees
about the pay
decision 2 of 2
• The value of my benefits
package
• An increase in the
minimum wage
• The implementation of
equal pay
Page 36
38. Recognizing all
parts of total
rewards
• External position
equity
• Internal position
equity
• Employee pay and
recognition equity
• Total non-cash
compensation
• Ability to fund all
aspects of the
program
Page 38
42. Myths around
equal pay
• Equality is all about
making everyone the
same
• It’s a pay problem
• If you take it in the
round it works out
broadly the same
• We have a points-
based job evaluation
scheme so we’re OK
• We can’t afford to do
anything about it
Page 42
46. What does a top
100 CEO earn in
Canada?
• Total compensation
• Base salary
• Cash bonuses
• Grants of company
shares
• Stock options
• Other compensation
• Pension
compensation value
increase
Page 46
48. How much
should I pay…?
• Admin assistants
• Chemical engineers
• Creatives
• Credit and
collections people
• Directors
• Engineers
• HR
• In-house counsel
• Sales
• Web and internet
professionalsPage 48