Dear Sir, I m working in TATA MOTORS Dealership In HR Dept. So i want Policy of Rewards And Recognition. pls suggest me.. Regards Mahesh Narwat
From India, Panipat
1From India, Panipat
Rewards should be given for significant outstanding performance that advances unit goals and should be tied to a
specific accomplishment.
B. Rewards are most effective when they are meaningful to the individual.
C. Care should be taken in communication and distribution of rewards so that they are not viewed as entitlements.
D. Rewards may be designed to reflect the unique nature of the unit's work culture and organizational structure.
E. Rewards should not be substituted for a competitive salary plan. For example, rewards should not be used as a
long-term alternative to permanent salary adjustments when these adjustments are appropriate for consistently
high performance, significant changes in responsibility, increased value of a position or internal pay equity.
F. Rewards are not adjustments to base salary, supplemental compensation or variable pay programs (such as
commission).
G. Rewards should not be used as a substitute for supplies, support services or training
specific accomplishment.
B. Rewards are most effective when they are meaningful to the individual.
C. Care should be taken in communication and distribution of rewards so that they are not viewed as entitlements.
D. Rewards may be designed to reflect the unique nature of the unit's work culture and organizational structure.
E. Rewards should not be substituted for a competitive salary plan. For example, rewards should not be used as a
long-term alternative to permanent salary adjustments when these adjustments are appropriate for consistently
high performance, significant changes in responsibility, increased value of a position or internal pay equity.
F. Rewards are not adjustments to base salary, supplemental compensation or variable pay programs (such as
commission).
G. Rewards should not be used as a substitute for supplies, support services or training
Dear Mahesh,
We recognise significant contribution of employees on account of:
a) Stellar performance
b) Innovative idea
c) Customer delight due to personalised service
You need to define the measure of success on each of the above count. While designing policy, you need to define how the nomination to be routed, who will be the committee members, in what format citation to be submitted, whether to recognise monthly or quarterly, due date for submission of the nominations, what kind of monetary or non-monetary rewards to be given for star performers etc.
Further, how will you handle a situation where the performance is not so good but employee comes up with grand idea or gets excellent feedback from the customer?
Of the three points given in the first paragraph, the most challenging is deciding on the performance. For this, do you have "Policy on PMS" well in place? To design the measures of performance is no easy task. For this you need to study systems and processes of each department, identify the direct and indirect costs and then design measures. If you do not do this, recognition on account performance may turn vacuous and Policy on Rewards and Recognition could become source of disgruntlement. You need to take great care on this count.
I provide consulting services to establish PMS, If you wish to avail of my consulting services to establish PMS, then you may refer my following post:
https://www.citehr.com/511936-pms-company.html
Thanks,
Dinesh Divekar
From India, Bangalore
We recognise significant contribution of employees on account of:
a) Stellar performance
b) Innovative idea
c) Customer delight due to personalised service
You need to define the measure of success on each of the above count. While designing policy, you need to define how the nomination to be routed, who will be the committee members, in what format citation to be submitted, whether to recognise monthly or quarterly, due date for submission of the nominations, what kind of monetary or non-monetary rewards to be given for star performers etc.
Further, how will you handle a situation where the performance is not so good but employee comes up with grand idea or gets excellent feedback from the customer?
Of the three points given in the first paragraph, the most challenging is deciding on the performance. For this, do you have "Policy on PMS" well in place? To design the measures of performance is no easy task. For this you need to study systems and processes of each department, identify the direct and indirect costs and then design measures. If you do not do this, recognition on account performance may turn vacuous and Policy on Rewards and Recognition could become source of disgruntlement. You need to take great care on this count.
I provide consulting services to establish PMS, If you wish to avail of my consulting services to establish PMS, then you may refer my following post:
https://www.citehr.com/511936-pms-company.html
Thanks,
Dinesh Divekar
From India, Bangalore
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Reward and Recognition Policy.doc