Hi,
Lets say why should the employees discuss their pay in your oragnisation. Make a clear rule that no employee should discuss their salaries. By this you can avoid the differences in between the employees.
Secondly, offer him the same salary which he is getting now with some extra bonus after some period (like 6 to 9 months upon his service). Then give him some target to fulfill as well with some benefits or perks as well. Make these things confidential between the mgt and the employee.
Finally, offer him some better role with more responsibility to take up.
From India, Srikakulam
3Lets say why should the employees discuss their pay in your oragnisation. Make a clear rule that no employee should discuss their salaries. By this you can avoid the differences in between the employees.
Secondly, offer him the same salary which he is getting now with some extra bonus after some period (like 6 to 9 months upon his service). Then give him some target to fulfill as well with some benefits or perks as well. Make these things confidential between the mgt and the employee.
Finally, offer him some better role with more responsibility to take up.
From India, Srikakulam
Hi,
I totally agree with Rashid's reply.
You need to take a stand on the policies of the Company and ensure that the old employees are not affected with the salary offered to the new employee.
In case you need to offer the salary more than the range,then you need to restructure the compensation package of the old employees as per the market standards by doing a benchmarking.
This is a very sensitive issue.... and you should deak with it logically...as this might lead to attrition of the employees if you dont pay them well.They will resign and will try to join back with a higher pay and better designation.
This has happened in my previous organisation where i worked ...and people were leaving outrightly and rejoining back with better salary and designation.
It ruinns the culture of the Organisation.
Regards,
Neelima B
I totally agree with Rashid's reply.
You need to take a stand on the policies of the Company and ensure that the old employees are not affected with the salary offered to the new employee.
In case you need to offer the salary more than the range,then you need to restructure the compensation package of the old employees as per the market standards by doing a benchmarking.
This is a very sensitive issue.... and you should deak with it logically...as this might lead to attrition of the employees if you dont pay them well.They will resign and will try to join back with a higher pay and better designation.
This has happened in my previous organisation where i worked ...and people were leaving outrightly and rejoining back with better salary and designation.
It ruinns the culture of the Organisation.
Regards,
Neelima B
Uday,
We as HR normally make a stern rule and communication that the employees should not discuss about the salaries.But at some point or the other, employees tend to discuss or they get to know.
So, it is very difficult to keep a tab on the employees on this aspect.
Regards,
Neelima B
We as HR normally make a stern rule and communication that the employees should not discuss about the salaries.But at some point or the other, employees tend to discuss or they get to know.
So, it is very difficult to keep a tab on the employees on this aspect.
Regards,
Neelima B
Prabhat,
In an ideal scenario, you shouldn't offer this employee beyond the range within your organization.
However, if your boss insists you may first clarify the cultural differences between India and Britain and explain him the consequences - the people you could loose beacuse of taking this person at a higher salary.
Other factors that you may want to consider:
- The time that this person will take to join your company
- The scheduled next revision to your existing employees
This data will help you understand the impact.
What some companies in such cases is...they offer CTC within the range that is currently existing in the company and pay a joining bonus that fills the gap between the range and the expectation. You can also have certain conditions attached to the joining bonus, that is the minimum time one has to stay in the company etc.
Anand
In an ideal scenario, you shouldn't offer this employee beyond the range within your organization.
However, if your boss insists you may first clarify the cultural differences between India and Britain and explain him the consequences - the people you could loose beacuse of taking this person at a higher salary.
Other factors that you may want to consider:
- The time that this person will take to join your company
- The scheduled next revision to your existing employees
This data will help you understand the impact.
What some companies in such cases is...they offer CTC within the range that is currently existing in the company and pay a joining bonus that fills the gap between the range and the expectation. You can also have certain conditions attached to the joining bonus, that is the minimum time one has to stay in the company etc.
Anand
Dear Prabhat,
I followed the responses to your post and found them allto be reasonable and valid. As for actually executing the option in case then it depeds on 2 things as someone also pointed in the responses
1. Has he shown desire to come back
2. Has the company approached him to join back
And the bottom line in both the cases should be Is he worth enough tobe taken back?
If the company really needs him then he should be given the package in accordance to the structure prevelent in the company and you can top it with performance related incentives and add-ons. This way the resentment in the company can be reduced.
But after this you would have to undertake the restructuring and salary alignment exercise to put the structure in place.
In other case if he has approached you and you feel he would be an advantage then take him in existing structure and promise him hike based on the performance. In normal practice every organization should have annual increment and salary revision based on the market trend. If this practice is in place then rehiring and salary grievences can be in handled well.
And I really appreciate the suggestion of rehiring policy. If the HR manual contains rehiring policy then automatically the problem can be taken care of.
-Renu
From India, Bhopal
I followed the responses to your post and found them allto be reasonable and valid. As for actually executing the option in case then it depeds on 2 things as someone also pointed in the responses
1. Has he shown desire to come back
2. Has the company approached him to join back
And the bottom line in both the cases should be Is he worth enough tobe taken back?
If the company really needs him then he should be given the package in accordance to the structure prevelent in the company and you can top it with performance related incentives and add-ons. This way the resentment in the company can be reduced.
But after this you would have to undertake the restructuring and salary alignment exercise to put the structure in place.
In other case if he has approached you and you feel he would be an advantage then take him in existing structure and promise him hike based on the performance. In normal practice every organization should have annual increment and salary revision based on the market trend. If this practice is in place then rehiring and salary grievences can be in handled well.
And I really appreciate the suggestion of rehiring policy. If the HR manual contains rehiring policy then automatically the problem can be taken care of.
-Renu
From India, Bhopal
Dear Madam,
With due respect to your opinion I would like to add here that first of all we must uncderstand that we have to eleminate the root cause which promote such tendancies that employee migration yeild more pay while re-joining. Employees pay can be justified with market value of the job that does not mean if only one or two companies due to some mistake offer above market we shall follow them.
In indian context jobs are not properly eveluated and no job evaluation is used to identify relative worth as well as proper matching job description candidate. Candidates are either over qualified or under qualified that results in miss match of salaries and market pricing of jobs.
This is bad compensation strategy and practices.
We are ignoring one important issue here that in India people do change organization and come back because they find it very difficult to sale themselves with higher exceptations of their employer who offer him more that previous employer under impresssion that he will perform to the level of salary offered. But often they both fail and employee see rescue plan and refuge in previous employer but want to encash to restore his dignity rather than any thing else.
it is therefore my previous reply was to eleminate technical problem and any migration of employee has no adverse effect on the organization if your compensation and reward as well as recognition is at par with market.
Kind Regards,
Rashid
From Saudi Arabia
With due respect to your opinion I would like to add here that first of all we must uncderstand that we have to eleminate the root cause which promote such tendancies that employee migration yeild more pay while re-joining. Employees pay can be justified with market value of the job that does not mean if only one or two companies due to some mistake offer above market we shall follow them.
In indian context jobs are not properly eveluated and no job evaluation is used to identify relative worth as well as proper matching job description candidate. Candidates are either over qualified or under qualified that results in miss match of salaries and market pricing of jobs.
This is bad compensation strategy and practices.
We are ignoring one important issue here that in India people do change organization and come back because they find it very difficult to sale themselves with higher exceptations of their employer who offer him more that previous employer under impresssion that he will perform to the level of salary offered. But often they both fail and employee see rescue plan and refuge in previous employer but want to encash to restore his dignity rather than any thing else.
it is therefore my previous reply was to eleminate technical problem and any migration of employee has no adverse effect on the organization if your compensation and reward as well as recognition is at par with market.
Kind Regards,
Rashid
From Saudi Arabia
should not take him and put yourself further into a soup to handle more such cases will come very fast ur way because of this one
From India, Ahmadabad
From India, Ahmadabad
Hi!
Have you asked yourself why is this former employee so eager to come back?
With the market situation as it is, you could simply tell him to screw himself if he is hell-bent on asking for 50000.
Operations almost always demand an exhorbitant CTC for their employees/recruits: you are the HR: don't let the Operations run you: YOU run them!
From India, Calcutta
Have you asked yourself why is this former employee so eager to come back?
With the market situation as it is, you could simply tell him to screw himself if he is hell-bent on asking for 50000.
Operations almost always demand an exhorbitant CTC for their employees/recruits: you are the HR: don't let the Operations run you: YOU run them!
From India, Calcutta
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