Dear Mr. Pawan Kumar,
What is the strength available in the department? How about creating new posts in between senior executive and manager (Assistant Manager, Deputy Manager, etc.)? Anyhow, you are going to escalate the salary, but the change in name will have a positive impact on the staff members. However, it is important to maintain some junior-level positions as well; otherwise, there may be a perception that only the titles have changed without any actual changes occurring.
Before declaring and implementing any ideas, please consult with your management.
From India, Kumbakonam
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1257What is the strength available in the department? How about creating new posts in between senior executive and manager (Assistant Manager, Deputy Manager, etc.)? Anyhow, you are going to escalate the salary, but the change in name will have a positive impact on the staff members. However, it is important to maintain some junior-level positions as well; otherwise, there may be a perception that only the titles have changed without any actual changes occurring.
Before declaring and implementing any ideas, please consult with your management.
From India, Kumbakonam
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As the person is getting 25k, which is only 1k less than the superior is getting, to motivate this person, it is better to give him non-monetary benefits and increase his responsibilities, as responsibility also motivates the person. If the person is interested in job rotation, it is also a good option, and it will be beneficial to the company to have employees with knowledge in different areas.
From India
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From India
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Hello Pavan,
A few ways to approach the current scenario you expressed:
- Create bands within the current hierarchy levels for progression. Bands can be ascertained based on the complexity of tasks and skills required to perform tasks. A band progression can be treated as a promotion marked by a progression hike/increment.
- Job enrichment and enlargement can be worked out as possibilities to keep employees engaged with challenging work. Enlargement opportunities can be in the form of employees taking additional tasks of coaching/training a subordinate, leading a project he/she has conceptualized, or providing subject-matter expertise in a cross-functional initiative/project. Doing this will not only better prepare the employee to take up a position at a higher level but also keep him/her engaged while a position comes up. It will also address the points Balaji raised in his discussion about acquiring people skills, creating a back-up, and so forth.
I believe an employee needs to make his/her current job redundant so as to move up the ladder. Once the redundancy sets in, he/she is in the true sense ready to assume the higher position which will demand a different set of skills, values, and approach to not only managing self but others as well.
Hope these thoughts stir some more ideas for you to think about.
Fiona.
From India, Hyderabad
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A few ways to approach the current scenario you expressed:
- Create bands within the current hierarchy levels for progression. Bands can be ascertained based on the complexity of tasks and skills required to perform tasks. A band progression can be treated as a promotion marked by a progression hike/increment.
- Job enrichment and enlargement can be worked out as possibilities to keep employees engaged with challenging work. Enlargement opportunities can be in the form of employees taking additional tasks of coaching/training a subordinate, leading a project he/she has conceptualized, or providing subject-matter expertise in a cross-functional initiative/project. Doing this will not only better prepare the employee to take up a position at a higher level but also keep him/her engaged while a position comes up. It will also address the points Balaji raised in his discussion about acquiring people skills, creating a back-up, and so forth.
I believe an employee needs to make his/her current job redundant so as to move up the ladder. Once the redundancy sets in, he/she is in the true sense ready to assume the higher position which will demand a different set of skills, values, and approach to not only managing self but others as well.
Hope these thoughts stir some more ideas for you to think about.
Fiona.
From India, Hyderabad
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Thank you, Aswini1 and Fiona.
I understand the concept now. What I am not able to comprehend is that all the concepts spoken above by members are related to knowledge departments or areas where the application of the brain is required. How about a scenario where the employee is only an operator for a machine? How can one encourage him/her?
Thank you for all the patience and time you have given me. I hope it will be continued.
From India, Bangalore
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I understand the concept now. What I am not able to comprehend is that all the concepts spoken above by members are related to knowledge departments or areas where the application of the brain is required. How about a scenario where the employee is only an operator for a machine? How can one encourage him/her?
Thank you for all the patience and time you have given me. I hope it will be continued.
From India, Bangalore
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Dear all,
I also agree with Mr. Pawan. This problem can be better understood, and a solution can be found by studying the garment manufacturing units. The problem is much more severe in this sector:
First hierarchy structure:
1. Tailors
2. Asst. supervisors
3. Supervisors
All are mostly illiterate but have rich experience in stitching garments.
4. Production Incharge
5. Production Manager
6. GM-Production
These are basically for Niftiians, and to jump from 4 to 5 requires at least 5-10 yrs, and from 5-6 at least 8-15 yrs.
The pay package varies according to the group, but on an average basis, a hike of around 40% is given only between designations.
Most employees, to overcome these situations, jump from one company to another to increase their pay package. As within the company, the hike is around 10-20%, and there is no change in designation and/or responsibilities.
There is also another impact on the Garment manufacturing sector: turnover. There is a huge turnover at almost every level within the factory, and thus the rejection ratio of garments is high.
I have been working in this industry for the past 1.5 years and still, I am not able to utilize my rich experience of 8 years to overcome this situation in the factory.
If anybody has more inputs, please share with all of us.
Regards,
Manish Gupta
From India, Mumbai
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I also agree with Mr. Pawan. This problem can be better understood, and a solution can be found by studying the garment manufacturing units. The problem is much more severe in this sector:
First hierarchy structure:
1. Tailors
2. Asst. supervisors
3. Supervisors
All are mostly illiterate but have rich experience in stitching garments.
4. Production Incharge
5. Production Manager
6. GM-Production
These are basically for Niftiians, and to jump from 4 to 5 requires at least 5-10 yrs, and from 5-6 at least 8-15 yrs.
The pay package varies according to the group, but on an average basis, a hike of around 40% is given only between designations.
Most employees, to overcome these situations, jump from one company to another to increase their pay package. As within the company, the hike is around 10-20%, and there is no change in designation and/or responsibilities.
There is also another impact on the Garment manufacturing sector: turnover. There is a huge turnover at almost every level within the factory, and thus the rejection ratio of garments is high.
I have been working in this industry for the past 1.5 years and still, I am not able to utilize my rich experience of 8 years to overcome this situation in the factory.
If anybody has more inputs, please share with all of us.
Regards,
Manish Gupta
From India, Mumbai
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Greetings,
Thanks, Manish Gupta, for sharing your valuable experience. Pardon me for my late reply because I was working on my MBA project, and that area had no access to proper internet.
I am new to the field; however, in my recent experience of a project in a ceramic industry, the problem is somewhat similar. The company was fortunate because the employees are staying despite all the negative effects, as there is no alternative company in the area that can provide employment for 2000 workers.
I believe that implementing job enrichment activities like organizing family get-togethers, aiming to build a bond with the employees' families rather than just the workers in this industry, could be a beneficial approach. Sharing some profits or a portion of the earnings with their families and offering small group activity opportunities for the family members that are dignified to work on, instead of something they would not be proud to discuss outside, might be effective.
Thank you, and your comments are welcomed.
From India, Bangalore
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Thanks, Manish Gupta, for sharing your valuable experience. Pardon me for my late reply because I was working on my MBA project, and that area had no access to proper internet.
I am new to the field; however, in my recent experience of a project in a ceramic industry, the problem is somewhat similar. The company was fortunate because the employees are staying despite all the negative effects, as there is no alternative company in the area that can provide employment for 2000 workers.
I believe that implementing job enrichment activities like organizing family get-togethers, aiming to build a bond with the employees' families rather than just the workers in this industry, could be a beneficial approach. Sharing some profits or a portion of the earnings with their families and offering small group activity opportunities for the family members that are dignified to work on, instead of something they would not be proud to discuss outside, might be effective.
Thank you, and your comments are welcomed.
From India, Bangalore
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