Professional Documents
Culture Documents
MAY 2013
H I R I N G & B E YO N D
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A recently concluded
TimesJobs.com survey highlighted
that average appraisals for the
2012-13 period has remained in the
range of 5-20% and maximum hike
has been offered to midmanagement staff.
POST APPRAISAL
Compensation Trends
Organisations have offered moderate appraisals for the 2012-13 period with
most companies offering 5-20% hikes to their employees, revealed the
TimesJobs.com survey. The 2012-13 period has seen most organisations
treading a cautious path, where hiring was restricted to niche profiles,
appraisals too have been bestowed on high performers
...some things never
change
While many organisations,
today, are focussing on
constructing other nonmonetary benefit packages
for the staff, employees still
vie for pay hikes. According
to the TimesJobs.com
survey nearly, 87% of the
employees expect pay hikes
as part of appraisals. It
would be correct to say that
we are habituated to
increases during the time of
appraisals in the Indian
context. It is not necessary
that globally there is a
similar sentiment and in
fact in the US people are
used to increases that are
less than 5%! However, from
the average Indian point of
view appraisals are
associated with hefty
increases in salary and
anything less than 10% is
normally associated with
failure, reasons Arunav
Banerjee, President and
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Highlights
47%
10-20% 40%
20-30% 8%
0-10%
5%
25%
37%
EMPLOYEE VIEWPOINT
38%
87%
12%
Perks/benefits 1%
Pay raise
Promotion
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Innovations
Yateesh Srivastava
Chief Marketing Officer & Head Talent
AEGON Religare Life Insurance
ne of the largest
challenges
organisations face
today is finding ways to
motivate employees and
keep them engaged. Quite
often we see employees exit
soon after the appraisal and
bonus cycles are over. One
way to control this sort of
attrition is to provide
employees with
opportunities that align
their personal development
with the strategic goals of
the organisation. At AEGON
Religare Life Insurance
Ashish Arora
Founder & MD
HR Anexi
Bonuses recognise
exceptional performances
over less than an annual
period, while pay increases
reward longer term
achievements. An upcoming
option that combines both
methods involves building a
control point in the pay
band. A control point fixes
or controls an employees
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TimesJobs Conversations
Expert Speak
Times have changed;
employers dont
have the legacy that
organisations like
Tata enjoyed.
Capturing the
mindspace of a prospective
candidate in the social space
for a long time is a challenge,
Nitin Chandra Shende, HeadTalent Acquisition, Persistent
In our organisation we
are assessing how we
can split the
recruitment team
one part does a
behavioural or traits
search more from a
social media analytics
perspective. This team feeds
the information to the farmers,
In my opinion the
career pages in
professional
networks can be
used to showcase
routine and other
initiatives but what really
makes a connection with the
candidate is technology blogs
or talent communities where
candidates come to talk , not
just follow the jobs posted,
Abhishek Singh, Head-Talent
Acquisition, All Scripts
A behavioural
assessment tool
can be evolved
that is built to
filter behaviour
and categorise the
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News Bytes
NEWS BYTES
in such a situation, HR leaders need new skills and information to
add value. When M&A deals cross borders, a foundational
understanding of key people issues in a given country is critical to
any M&A planning or decision-making process, Mercer Partnerand
Global M&A Engagement Manager in Mercers M&A consulting
business Gareth Williams said.
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Perspective
Shubha Kasi
HR Director, SunGard
Bringing in
transparency:
Appraisals refer to the
review of work done, but
in most organisations
and with most employees,
this is synonymous with
the increases and
promotions that usually
follow an annual
appraisal exercise. To
claim that an appraisal
process is successful we
must be able to make the
distinction between the
two processes in the
minds of employees. That
will ensure a fair
The dynamics of
appraisal system:
Employees will stay if the
work is good, the
environment is
challenging and healthy;
and the rewards are
consistent and fair. Firms
that want to build a payfor-performance culture
will differentiate by
performance level; firms
that have diverse teams
across domains or
industries are more
decentralised and give
broad guidelines and let
managers decide
individual payouts.
Compensation strategy
cannot change seasonally
and needs to support
business drivers and
structures.
Lavleen Raheja
CEO & Managing Director,
FranklinCovey India & South Asia
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