Dealing with drugs in the workplace: some employees get into the habit of taking drugs or alcoholdue to the

constant work pressure as well as some personal issues. It is the responsibility of the HR toensure drug-free work place by implementing drug free policy or conducting drug tests for employees. Ergonomics for employee safety: the employees can be trained to use ergonomics in order toovercome work pressure and work safely. Dealing with HIV/AIDS in the workplace: This is to encourage people to support individualssuffering from HIV/AIDS. It also involves fighting and prevention against HIV/AIDS. Preventing violence in the workplace: The HR is responsible to prevent violence at work place suchas threatening or employees killing their colleagues by implementing policies and procedures. Supporting spirituality in the workplace: Realising that every employee has his/her own belief,respecting their beliefs, and allowing them to hold on to their beliefs is the responsibility of the HR. thishelps in creating a friendly environment.5.1.6 Sustaining high-performing employeesIn todays market it is not only difficult to hire an employee but it is also difficult to sustain high performing employee. These days employees working for an organisation look forward for opp ortunities apart from benefits and compensation. The HR believe that most of the employees look out for other companies which can offer them better environment for growth, compensation an d benefits. They believe that some look out for other companies which offer better friendly environment,where they can involve in decision process and be a part of the team. The amount of job stress and thedisability to balance between work and home also forces the employees to leave their jobs.Employee retention is difficult to handle because there are many factors that affects it. The HR conductssurveys to know the reason why employees leave the job. They also conduct exit interviews to get a feed back from the relieving employees on the areas of improvement. The HR improves retention byi mproving the communication between the management and the employees. The also conduct trainingand provide development opportunities to retain the employees. The HR must make sure the candidatehired fits the job and the work culture. The HR must recognise and understand the important retentiondrivers, but often many HR fail to realise these factors more than they understand them. The HR mustmake sure the employee values the work they do, which is important

for retention.The HR must possess strong leadership and strong leadership and sound management practices toconvince and retain the employee. Q.6 Define the elements of total rewards?Ans:All of the tools available to the employer that may be used to attract, motivate and retain employees can be termed as Total Rewards.Total rewards include everything the employee perceives to be of value resulting from the employmentrelationship. The general elements of total rewards include salary, bonuses, stock optio ns or MU0017 Talent Management Page 14

participation in the equity of the organisation. All these elements involve financial investments.Rew ards which do not result in monetary benefit can also be used. Examples of such rewards aredeveloping skill, putting into practice ones ideas. These help in reducing the financial investments of the company and provide a higher degree of satisfaction to certain individuals.The Elements of total rewards include the following:1. Compensation.2. Benefits.3. Work-Life.4. Performance and Recognition.5. Development and Career Opportunities. Now let us consider each element and explain them:1. Compensation: Providing monetary value in return for the work performed is known ascomp ensation. Job performance and job satisfaction can be improved by providing compensation. The business needs, goals and available resources are factors that govern compensation plans.Compensation may be used to:- Recruit and retain qualified employees.- Increase or maintain morale/satisfaction.-Reward and encourage peak performance.- Achieve internal and external equity.- Reduce turnover and encourage company loyalty.-Modify (through negotiations) practices of unions2. Benefits: Benefits provided by the organisation can be either due to law or other benefits which thecompany is willing to provide to employees though not mandated by law. Facilities such as minimumwage, overtime, leave under Family Medical Act, unemployment and workers compensatio n anddisability are enjoyed by employee since they are made mandatory by law. Benefits such as Hazard Pay,Health Care, Maternity, Paternity, and Adoption Leave, Paid Holidays, Pay Raise, Severance Pay, Sick Leave, Termination, Vacation Leave, Work Breaks and Meal Breaks are benefits provided by employersto employees in order to retain them within the organisation.3. Worklife: Attracting, recruiting, motivating, and methods employed to retain the workforcedetermine the success of an organisation. Organisations need to be really flexible in order to retain anddevelop the workforce and so as to enjoy their commitment and loyalty towards the organisation.Organisations need to constantly work on improving the quality of work life of the employees. MU0017 Talent Management

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4. Performance and recognition: Recognition for performance is an integral and important component of the total rewards portfolio and provides a high return on investment. Workers value recognition for achievement more than any financial reward. Awards directly associated with performance further motivate individuals to perform better. These recognition programs are highly cost effective and valued by employees and are able to reinforce desired behaviour among employees. It is a proven fact that thereis a strong link between non cash incentives and improved job performance.5. Development and career opportunities: Career opportunities can be defined as Providing employeesan opportunity to grow, especially to those employees who deliver performance. [3] Development could be in terms of a promotion, increase in pay, acquiring higher skills and opportunity to avail certainexclusive perks. Career development cannot be viewed as a managerial responsibility but it is acomposite process. Factors that need to be considered are the people involved, their ambitions,gen erating roles in accordance with their potential, and creating job positions to satisfy the growth anddevelopment ambition of employees. MU0017 Talent Management Page 16