Developing a compensation package for employees
Question One
In developing a compensation package for employees, I will first start by establishing pay philosophy. The compensation plan that I develop may include other benefits, not on the pay scale, such as health insurance, performance-based rewards on top of basic pay, and also giving leave traveling allowances (LTT). These benefits will help motivate employees to do their hence higher retention rates. Winnipeg may decide to cover 100% of all medical costs, either inpatient or outpatient, if they occurred in the line of duty. Further, the organization may adopt paying for health insurance for the employee. So as to retain more employees, an appreciation package is given of any employee who reaches five years of service within Winnipeg. For example, paying 1.5 times the salary in the fifth year per month. A critical analysis will be done on how much our competitors are offering their employees. Giving higher pay compared to competitors will help the employees focus on their responsibilities. Winnipeg may adopt other benefits not provided by competitors. Offering overtime pay is essential in the retention of employees. Having hourly wage will help in determining correct overtime pay. Any work done past the working schedule should be at least 1.5 times the employee’s hourly pay. An annual pay rise is also essential.
Question Two
In filling the position of a cashier, Winnipeg should have a recruitment process that will enable them to get the right candidate with skills and abilities which will allow the organization to meet its goal. The process should be competitive and unbiased. The first step is doing recruitment planning, where Winnipeg will exhaustively list the job description of the cashier as well as listing the desirable qualities. The second step will be advertising for the position through different advertisement sites. The organization may either decide to advertise internally through social media or the support of experts. The third stage that Winnipeg should adopt is reviewing all the applications sent and sorting them according to experience and skills exhibited in the applications. Then, the organization may conduct interviews with the candidates who showed the right credentials. Winnipeg may need to call the references and get a confidential report on the suitability of the candidate.
Question 3
Training new staff is critical in passing skills to people who are at the heart of the business. Developing skills helps the employees to perform their duties better hence more productivity. For practical training, the process should be done systematically. The first step will be introducing the serving personnel into the general operation of Winnipeg as well as familiarizing them with the environment. Additionally, the culture of the organization, codes, and procedures are shared while introducing the employee to different team leaders. These interactions are critical in building healthy working relationships. The second step will be doing an onboarding schedule where information is passed to the new employee on the process of the organization e.g., billing, taking customers’ orders. At this stage, doing a practical demo is essential. The next step is attaching the new staff with experienced staff to pass some knowledge while been allowed to do some practicals. Afterward, the general performance is reviewed.
Question 4
Problem-solving skills are vital for any human resource personnel. There are different methods for solving workplace problems. The first method is establishing an open door for all employees, where they can address their issues. In the case of personal accusations of male and female employees, the HR manager should be objective and practice fairness. The decision for action to take on the specific employee should be well thought out. The punishment that is decided should fit the crime which the employee. Resolutions should be made with business leaders before the issues escalate to the human resource office. An appealing window should be created for any person who is not satisfied with the decision reached upon.