There is something known as Antecedent Verification exercise. Try using the attached format; it may prove useful. It covers the relevant areas on which you may like a reference check.
However, if it's only the last salary drawn that you wish to verify, ask for the latest Salary Slips, Appointment letter, etc.
Vasant Nair
From India, Mumbai
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92However, if it's only the last salary drawn that you wish to verify, ask for the latest Salary Slips, Appointment letter, etc.
Vasant Nair
From India, Mumbai
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Hi,
First Step:
If the previous company pays salary through bank or cheque mode, compare it with the salary slip and bank statement for the last 3 months. The banker mentions the salary in the statement.
If the previous employer pays through cash mode, gather the company details such as location, head office, and the employee's working location. Determine if the employee was working under a contract or permanent role, etc. Analyze and draw conclusions.
In the case of a contract role, verifying employee salary can be challenging, but it becomes simpler with experience. Discuss these related matters with senior HR personnel or senior officials in your organization, or seek help from them.
There is no second step, and there is no end step as well—just for a simple purpose only.
Have a nice day.
From India, Hyderabad
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First Step:
If the previous company pays salary through bank or cheque mode, compare it with the salary slip and bank statement for the last 3 months. The banker mentions the salary in the statement.
If the previous employer pays through cash mode, gather the company details such as location, head office, and the employee's working location. Determine if the employee was working under a contract or permanent role, etc. Analyze and draw conclusions.
In the case of a contract role, verifying employee salary can be challenging, but it becomes simpler with experience. Discuss these related matters with senior HR personnel or senior officials in your organization, or seek help from them.
There is no second step, and there is no end step as well—just for a simple purpose only.
Have a nice day.
From India, Hyderabad
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Hi Jeeva,
Thank you for this statement because I also agree with Raj. However, I am working in a private limited company, and I also want to improve the standard of the compensation policy of the company. Unfortunately, in my company, my boss and the owner are resistant to my ideas. What can I do?
Regards,
Amrish Singh Raghuwanshi
Manager - HR
Natraj Foods Pvt. Ltd.
From India, Bhopal
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Thank you for this statement because I also agree with Raj. However, I am working in a private limited company, and I also want to improve the standard of the compensation policy of the company. Unfortunately, in my company, my boss and the owner are resistant to my ideas. What can I do?
Regards,
Amrish Singh Raghuwanshi
Manager - HR
Natraj Foods Pvt. Ltd.
From India, Bhopal
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Joining hands with Asha Mathew, though I personally do not ask for the salary of our candidates. Whatever the payment the company is giving, it is not relevant for you. As an organization, you should have your salary scale based on the industry you are in and the kind of policies you have.
All the best
From United Arab Emirates, Abu Dhabi
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All the best
From United Arab Emirates, Abu Dhabi
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Dear Friend,
"That's EXACTLY what I mean; according to abilities and delivery; and how to judge is through his:
- qualification (quality of Institution quantified according to parameters, such as IIT's at the top, next REC's...etc as per RANKING);
- his experience (no. of years; duration; level/post; Company RANKING);
- weightage for personal assessment.
Yes, that is why I wrote, one should have a cushion of 15-20%!!! (which is reasonable).
But if you are going to make the company bankrupt by enhancing the Labor and Administrative costs to an extent that is not covered by the profit margin; then it's YOUR CHOICE. (After all, being a consultant, you know better).
Moreover, if you keep giving HEFTY cash remuneration for attracting talent then you'll make existing employees VERY UNHAPPY.
So, to RETAIN TALENT you give HEFTY INCREMENTS.... and this spiral will continue... in course of time, I don't know if the financials of your company will head north or south. (As a consultant, you are in a better position to explain).
In fact, had SALARY been the SOLUTION to all the problems; FINANCE PEOPLE would have replaced HR PROFESSIONALS everywhere. What is the purpose of having an HR dept. then??
As an HR consultant, I think you should give a satisfactory answer.
Regards.
From India, Delhi
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"That's EXACTLY what I mean; according to abilities and delivery; and how to judge is through his:
- qualification (quality of Institution quantified according to parameters, such as IIT's at the top, next REC's...etc as per RANKING);
- his experience (no. of years; duration; level/post; Company RANKING);
- weightage for personal assessment.
Yes, that is why I wrote, one should have a cushion of 15-20%!!! (which is reasonable).
But if you are going to make the company bankrupt by enhancing the Labor and Administrative costs to an extent that is not covered by the profit margin; then it's YOUR CHOICE. (After all, being a consultant, you know better).
Moreover, if you keep giving HEFTY cash remuneration for attracting talent then you'll make existing employees VERY UNHAPPY.
So, to RETAIN TALENT you give HEFTY INCREMENTS.... and this spiral will continue... in course of time, I don't know if the financials of your company will head north or south. (As a consultant, you are in a better position to explain).
In fact, had SALARY been the SOLUTION to all the problems; FINANCE PEOPLE would have replaced HR PROFESSIONALS everywhere. What is the purpose of having an HR dept. then??
As an HR consultant, I think you should give a satisfactory answer.
Regards.
From India, Delhi
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Hi,
Try to avoid asking for payslips, bank statements, etc. It is not necessary. You can conduct interviews with individuals using your standard format and procedures. If you are satisfied with their qualifications and experience, you can then determine the salary according to your company's norms.
MANOKAVIN
From India, Coimbatore
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Try to avoid asking for payslips, bank statements, etc. It is not necessary. You can conduct interviews with individuals using your standard format and procedures. If you are satisfied with their qualifications and experience, you can then determine the salary according to your company's norms.
MANOKAVIN
From India, Coimbatore
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The points mentioned by Mr. Raj are completely in accordance with the current practice and to be viewed precisely.
KB
"See, I think one should be paid according to his abilities and what he delivers."
That's EXACTLY what I mean; according to abilities and delivery; and how to judge is through his:
- qualification (quality of institution quantified according to parameters, such as IIT's at the top, next REC's, etc., as per ranking);
- his experience (number of years; duration; level/post; company ranking);
- weightage for personal assessment.
"Sometimes to retain talent or to attract talent, the company has to pay more."
Yes, that is why I wrote, one should have a cushion of 15-20%!!! (which is reasonable).
But if you are going to make the company bankrupt by enhancing the Labour and Administrative cost to an extent that it is not covered by the profit margin; then it's YOUR CHOICE. (After all, being a consultant, you know better).
Moreover, if you keep giving HEFTY cash remuneration for attracting talent, then you'll make existing employees VERY UNHAPPY. So, to RETAIN TALENT you give HEFTY INCREMENTS... and this spiral will continue... in the course of time, I don't know if the financials of your company will head north or south. (As a consultant, you are in a better position to explain).
In fact, had SALARY been the SOLUTION to all the problems; FINANCE PEOPLE would have replaced HR PROFESSIONALS everywhere. What is the purpose of having an HR dept. then? As an HR consultant, I think you should give a satisfactory answer.
Regards.
From India, Madras
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KB
"See, I think one should be paid according to his abilities and what he delivers."
That's EXACTLY what I mean; according to abilities and delivery; and how to judge is through his:
- qualification (quality of institution quantified according to parameters, such as IIT's at the top, next REC's, etc., as per ranking);
- his experience (number of years; duration; level/post; company ranking);
- weightage for personal assessment.
"Sometimes to retain talent or to attract talent, the company has to pay more."
Yes, that is why I wrote, one should have a cushion of 15-20%!!! (which is reasonable).
But if you are going to make the company bankrupt by enhancing the Labour and Administrative cost to an extent that it is not covered by the profit margin; then it's YOUR CHOICE. (After all, being a consultant, you know better).
Moreover, if you keep giving HEFTY cash remuneration for attracting talent, then you'll make existing employees VERY UNHAPPY. So, to RETAIN TALENT you give HEFTY INCREMENTS... and this spiral will continue... in the course of time, I don't know if the financials of your company will head north or south. (As a consultant, you are in a better position to explain).
In fact, had SALARY been the SOLUTION to all the problems; FINANCE PEOPLE would have replaced HR PROFESSIONALS everywhere. What is the purpose of having an HR dept. then? As an HR consultant, I think you should give a satisfactory answer.
Regards.
From India, Madras
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I agree... One can conduct a compensation benchmarking exercise and carry out a compensation mapping to map the various criterias as mentioned by Mr. Raj Kumar
From India, New Delhi
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From India, New Delhi
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Hi, nice to go through the replies and active participation from everyone. Mr. Raj is right that we should have our own salary matrix and offer the candidate as per that only. However, it does not stop us from checking a candidate's salary from their previous employer; it is as good as checking other antecedents. In some industries like telecom, we really need to sell the job, and to do so effectively, we need to know the exact and correct salary of a candidate. I am sure any recruiter from Telecom would understand this very well.
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Hey Sarika,
I am sure you must have made a decision. Please, I would like to know what you have done based on the suggestions our experts have given here. If you are confused, please do share it here so that the experts also understand how they can confuse someone by putting their comments on others' advice and suggestions instead of giving their expertise to the problem or concern.
Awaiting to hear from you,
ukmitra
From Saudi Arabia, Riyadh
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I am sure you must have made a decision. Please, I would like to know what you have done based on the suggestions our experts have given here. If you are confused, please do share it here so that the experts also understand how they can confuse someone by putting their comments on others' advice and suggestions instead of giving their expertise to the problem or concern.
Awaiting to hear from you,
ukmitra
From Saudi Arabia, Riyadh
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