It will be better if the expectations are set when the additional tasks are being handed over. No point negotiating them later and finding a mismatch between his expectations and company affordability
Pragathi
Pragathi
The basic underlying fact is that no one is on a job to do charity.
After handling many responsibilities & doing a good job of it this person is asking for a raise.
Let's not think only from the organisation's point of view.The person's capacity to do the same also needs to be considered.
Besides if the person has benefitted by geting the exposure he did in the organisation so has the organisation wit the services rendered by him.
The person is bound to feel that he is being exploited & underpaid.
Look at this from this viewpoint_
1]you are getting more work out of one person which otherwise would have needed 2 or more people to handle.
2] you would land up paying more if you had someone to handle every responsibility that this person in mention is already handling
3]would his replacement be as sharp & intelligent & capable as him the chances are 50% maximum.
What you will as an organisation be doing is paying him his worth while he will be happy with a raise & find his efforts fruitful.
Where the exposure is concerned,the credit would go only to the employee as it is his capability that has secured his position.
The organisation has found in him a person who can effectively multitask which is a rare capability nowadays.
The fault lies with the organisation for givign so much power without any back up & hence this situation today.
The only way out now seems to be either to negotiate a salary raise or then part ways & start from scratch.
The latter will be an opportunity to correct the mistake made earlier & here you could relieve the person only after he has done a successful handover to the replacements you have found for him.
Decisions have to be made by the management taking into consideration the juncture at which they are now standing & whether it would be acceptable to suffer a minor setback by letting the employee go or continie.
If the employee continies make it a oint to sign terms & conditions wherein he would not need to hold yu at ransom like he can afford to today,which menas however small the organisation may be organise for backups in the vital areas of the organisation.
Regards
Gouri
From India, Pune
1After handling many responsibilities & doing a good job of it this person is asking for a raise.
Let's not think only from the organisation's point of view.The person's capacity to do the same also needs to be considered.
Besides if the person has benefitted by geting the exposure he did in the organisation so has the organisation wit the services rendered by him.
The person is bound to feel that he is being exploited & underpaid.
Look at this from this viewpoint_
1]you are getting more work out of one person which otherwise would have needed 2 or more people to handle.
2] you would land up paying more if you had someone to handle every responsibility that this person in mention is already handling
3]would his replacement be as sharp & intelligent & capable as him the chances are 50% maximum.
What you will as an organisation be doing is paying him his worth while he will be happy with a raise & find his efforts fruitful.
Where the exposure is concerned,the credit would go only to the employee as it is his capability that has secured his position.
The organisation has found in him a person who can effectively multitask which is a rare capability nowadays.
The fault lies with the organisation for givign so much power without any back up & hence this situation today.
The only way out now seems to be either to negotiate a salary raise or then part ways & start from scratch.
The latter will be an opportunity to correct the mistake made earlier & here you could relieve the person only after he has done a successful handover to the replacements you have found for him.
Decisions have to be made by the management taking into consideration the juncture at which they are now standing & whether it would be acceptable to suffer a minor setback by letting the employee go or continie.
If the employee continies make it a oint to sign terms & conditions wherein he would not need to hold yu at ransom like he can afford to today,which menas however small the organisation may be organise for backups in the vital areas of the organisation.
Regards
Gouri
From India, Pune
Dear Cgnanij, It is not fair to ask for a bond eventhough a good no. of co.s do so to stop or prevent employees especially freshers from job hopping.It is human tendency to move on..... and let us accept this fact. co.s can look for other ways to deterr employees from leaving.Coming to the case in question new enterants must be encouraged to stick on to the co. by motivating them with apt rewards as and when it is due based on individual needs, further HR personnel must use imaginative ways to help employees feel important, needed & valued.As far as responsibilities are concered not to overload,golden rule to follow when additional responsibilities r given is to compensate adequately,this is a must.Last but not least, today a good no. of new enterants continue with organisations because not only do they learn a lot but also grow with it.
From India, Bangalore
From India, Bangalore
hello friends
currently i am working on a project on one of the local IT based company which is newly established...
although i cannot disclose the name of the company, i would like to express my observation about FRESHERS being recruited with lower pay when compared to the industry standards.
* FRESHERS when groomed/trained within the company with an objective of reducing the problem of attrition always prove to be successful
* the compensation structure within an organisation should match with industry pay standards
*pay should comprise of fixed pay and variable pay ( variable pay should be linked to individual roles and responsibilities)
CASE ANALYSIS:
the company discussed here has failed to design its compensation structure to match the employee expectations
the HR department should initially make a comparison of the cost benefit analysis of increasing the pay package of the employee and the cost benefit analysis of recruiting a new employee to the same post
since the size of the company is small, separation of one of the key personnel of the organisation may prove to be disastrous....moreover when an employee, with good emloyee interaction, leaves an organisation, he sets an example for leaving the organisation for inadequate compensation.
this may force other employees to think on same lines
thus cost benefit analysis of an employee leaving an organisations is one major task which should be looked upon by the HR dept.
regards
Natasha
From India, Hubli
currently i am working on a project on one of the local IT based company which is newly established...
although i cannot disclose the name of the company, i would like to express my observation about FRESHERS being recruited with lower pay when compared to the industry standards.
* FRESHERS when groomed/trained within the company with an objective of reducing the problem of attrition always prove to be successful
* the compensation structure within an organisation should match with industry pay standards
*pay should comprise of fixed pay and variable pay ( variable pay should be linked to individual roles and responsibilities)
CASE ANALYSIS:
the company discussed here has failed to design its compensation structure to match the employee expectations
the HR department should initially make a comparison of the cost benefit analysis of increasing the pay package of the employee and the cost benefit analysis of recruiting a new employee to the same post
since the size of the company is small, separation of one of the key personnel of the organisation may prove to be disastrous....moreover when an employee, with good emloyee interaction, leaves an organisation, he sets an example for leaving the organisation for inadequate compensation.
this may force other employees to think on same lines
thus cost benefit analysis of an employee leaving an organisations is one major task which should be looked upon by the HR dept.
regards
Natasha
From India, Hubli
hi all i would like to emphasise one thing in this case whether a person is fresher or experienced according to the market value and demand of a person they will think over for a change, u all very well abt change management wer within a start span of time human minds compare themselves wat they are in the outer world irrespective of the size and culture of the concern he works. ofcourse satisfaction is an major criteria in retention policies and it will be overruled when viewing with the opportunities and market demand for the professional
we cant also afford much for an individual going beyond the salary slabs of the organisation we work for, but we can modify the incentives and benefits given to them to be transparent and make them to acheive more results so called KRA and as one of our frnd told abt experienced they dnt change
From India, Madras
we cant also afford much for an individual going beyond the salary slabs of the organisation we work for, but we can modify the incentives and benefits given to them to be transparent and make them to acheive more results so called KRA and as one of our frnd told abt experienced they dnt change
From India, Madras
HELLO,
I AGREE TO WHAT YOU SAID.
EVEN MY COMPANY IS VERY SOON IN NEAR FUTURE GOING TO HAVE THIS KIND OF PROBLEM
BUT I HAVE PREPARED MYSELF, AND MY COMPANY TO WITHSTAND THIS PROBLEM,
I HAVE INCLUDED VERY SIMPLE FOUR STEPS IN MY COMPANY POLICY
1. SUCCESSION PLANNING
2. JOB & TASK ROTATION
3. SPREADING THE WORK ACROSS TEAM INSTEAD OF CONCENTRATING ON ONE PERSON
4.MAXIMUM AUTOMATION OF ROUTINE OPERATIONAL PROCESS AND WORKS
THANK YOU
OCTAVIOUS
From India, Mumbai
I AGREE TO WHAT YOU SAID.
EVEN MY COMPANY IS VERY SOON IN NEAR FUTURE GOING TO HAVE THIS KIND OF PROBLEM
BUT I HAVE PREPARED MYSELF, AND MY COMPANY TO WITHSTAND THIS PROBLEM,
I HAVE INCLUDED VERY SIMPLE FOUR STEPS IN MY COMPANY POLICY
1. SUCCESSION PLANNING
2. JOB & TASK ROTATION
3. SPREADING THE WORK ACROSS TEAM INSTEAD OF CONCENTRATING ON ONE PERSON
4.MAXIMUM AUTOMATION OF ROUTINE OPERATIONAL PROCESS AND WORKS
THANK YOU
OCTAVIOUS
From India, Mumbai
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