Hi,
I am a HR in an embedded automotive R&D set up. We are in the process of formulating R&R for our employees. Do anyone suggest me in arriving at the type of awards and the parameters for it with weightage. Request your kind help on this.
Regards
Kannan R
From India, Bangalore
1I am a HR in an embedded automotive R&D set up. We are in the process of formulating R&R for our employees. Do anyone suggest me in arriving at the type of awards and the parameters for it with weightage. Request your kind help on this.
Regards
Kannan R
From India, Bangalore
What does R&R mean here?? Retention & Recruitment; Reward & Recognition; ?..........
You may refer the employee assessment, training and development by browsing the CITE...... many methods are adopted for employee assessment and reward management........
From India, Bangalore
You may refer the employee assessment, training and development by browsing the CITE...... many methods are adopted for employee assessment and reward management........
From India, Bangalore
Dear Kanan,
I am certain you must have found documents and discussion on this topic. i have a question. Are you looking for a program to award your top performers or acknowledge the highest improvement ?
Rewards and recognitions are best planned , when you are clear what qualities you want to cultivate , within your organisation. Looking forward to hear from you
From India, Mumbai
I am certain you must have found documents and discussion on this topic. i have a question. Are you looking for a program to award your top performers or acknowledge the highest improvement ?
Rewards and recognitions are best planned , when you are clear what qualities you want to cultivate , within your organisation. Looking forward to hear from you
From India, Mumbai
Dear BSSV, Thanks for the reply. I am referring to Rewards and Recognition here. We are a R&D set up and my concern is on identifying the parameters for the awards. Regards Kannan R
From India, Bangalore
From India, Bangalore
Dear (Cite Contribution),
Thanks for the reply. We want to reward the best performers under different award categories like employee of the year, Best innovator award, etc. The problem that i am facing is in identifying the parameters since every set of employee will work different projects / modules and if we give weightage to productivity as 40%, how are we going to measure it? Pl guide me if there are any ways in tackling this.
Regards
Kannan R
From India, Bangalore
Thanks for the reply. We want to reward the best performers under different award categories like employee of the year, Best innovator award, etc. The problem that i am facing is in identifying the parameters since every set of employee will work different projects / modules and if we give weightage to productivity as 40%, how are we going to measure it? Pl guide me if there are any ways in tackling this.
Regards
Kannan R
From India, Bangalore
one of the suggestions would be that, it is better to team up the employees based on the projects, it helps you recognize accurately and also encourages the employees of the whole company, in simple words, there is no point in appreciating the student, one who has topped from the Accounts compared to the whole college, so the college recognizes all from the Accounts, biology, management, Arts, and appreciate them individually and at last as whole.......... This makes them competitive and productive both in their own field and also against the whole, this way all are satisfied as well as all are recognised and the work is more easy for you toooooooo.......
Need not worry about the budget, if at all if that is also the concern, you may just reduce the price amount by distributing it.........
Instead of following the models, for these kind of situations it is always feasible and more adaptive when you bring in your own practice which has more credits to it and unique........ this helps you think easy and management how you want in your kind of environments in your own but worthy way..........
Nobody has to bother about the kind of practices you adopt so far it is always the win win situation and a system instead of scratching our heads searching for the big and popular model adoptions and trying to make it fit to the environment in reality it does not!!
Think upon that......
All the best............
From India, Bangalore
Need not worry about the budget, if at all if that is also the concern, you may just reduce the price amount by distributing it.........
Instead of following the models, for these kind of situations it is always feasible and more adaptive when you bring in your own practice which has more credits to it and unique........ this helps you think easy and management how you want in your kind of environments in your own but worthy way..........
Nobody has to bother about the kind of practices you adopt so far it is always the win win situation and a system instead of scratching our heads searching for the big and popular model adoptions and trying to make it fit to the environment in reality it does not!!
Think upon that......
All the best............
From India, Bangalore
Dear BSSV,
Thanks for your reply. I am looking for an unique way in doing this and the main problem i face is in identifying parameters to gauge the emp's performance in a quantitative way. Let me think thru it again and see.
Regards
Kannan R
From India, Bangalore
Thanks for your reply. I am looking for an unique way in doing this and the main problem i face is in identifying parameters to gauge the emp's performance in a quantitative way. Let me think thru it again and see.
Regards
Kannan R
From India, Bangalore
usually for your convenience, you may apply 5 parameters, in which 3 will be general in application and two in specific, it is not possible to give you in exact form as we do not know what kind of work and projects the employees are on....... how many are completed and about to complete, to take in to consideration, and is it just for the present year or does it include the past performances like the previous yea, special projects etc......
Very simple, you will surely know the general parameters with which you shall identify the very important few which specifically goes with such projects/jobs, may be for example like team co ordination, knowledge orientation, time period of completion and quality...... if you may refer the assessment check lists, are available in plenty online and also on Cite, it wont be a big problem at all.......
It seems your mind is preoccupied with the concepts called difficult, confusing, mixture of projects, kind of employees.......I suggest you stop completely thinking about it today, put a lock to your that part of brain, by tomorrow it will be subtle and you will automatically complete it asap..............
From India, Bangalore
Very simple, you will surely know the general parameters with which you shall identify the very important few which specifically goes with such projects/jobs, may be for example like team co ordination, knowledge orientation, time period of completion and quality...... if you may refer the assessment check lists, are available in plenty online and also on Cite, it wont be a big problem at all.......
It seems your mind is preoccupied with the concepts called difficult, confusing, mixture of projects, kind of employees.......I suggest you stop completely thinking about it today, put a lock to your that part of brain, by tomorrow it will be subtle and you will automatically complete it asap..............
From India, Bangalore
Hello Kannan R,
(Cite Contribution) & BSSV have given some good suggestions.
However, I don't quite agree with your view that "........identifying the parameters since every set of employee will work different projects / modules......." is a problem.
Given my personal background [into embedded/hardware design before I got into recruitment], I can say for sure that whatever be the application area/domain/field [Automotive or medical or defense or energy & so on], ultimately the embedded designer uses the SAME CORE SET OF TECHNICAL SKILLS/KNOWLEDGE-BASE [except that each project/module may use different aspects/parts of his OVERALL knowledge-base, depending on the needs of the project/application]. He/she builds-up the knowledge-base along the way of exp.
So one way to handle your concern [how to set the parameter(s) for R&R], suggest have his/her INITIAL set of knowledge-base & evaluate how he/she utilized over a period of time [maybe the hiring interview records would be needed for some employees]. Also, once you have clarity on what the base-knowledge of the employee is, you should also be able to gauge whether he/she has enhanced it or not [and to what extent] along the way of his/her work.
To give one example--since you are in the Automotive domain--this domain has very typical set of Standards & Protocols [CAN, SAE, etc]. The more one uses them, the better one gets into the depths of them [as is the case with ANY field]. This could lead to forming a set of parameters for R&R.
The concerned Technical Team Leaders/Managers would be the best persons to lay down the Baseline(s) @ the individual member level & the Group level--which would be your Reference point.
Hope you get the point.
All the Best.
Rgds,
TS
From India, Hyderabad
(Cite Contribution) & BSSV have given some good suggestions.
However, I don't quite agree with your view that "........identifying the parameters since every set of employee will work different projects / modules......." is a problem.
Given my personal background [into embedded/hardware design before I got into recruitment], I can say for sure that whatever be the application area/domain/field [Automotive or medical or defense or energy & so on], ultimately the embedded designer uses the SAME CORE SET OF TECHNICAL SKILLS/KNOWLEDGE-BASE [except that each project/module may use different aspects/parts of his OVERALL knowledge-base, depending on the needs of the project/application]. He/she builds-up the knowledge-base along the way of exp.
So one way to handle your concern [how to set the parameter(s) for R&R], suggest have his/her INITIAL set of knowledge-base & evaluate how he/she utilized over a period of time [maybe the hiring interview records would be needed for some employees]. Also, once you have clarity on what the base-knowledge of the employee is, you should also be able to gauge whether he/she has enhanced it or not [and to what extent] along the way of his/her work.
To give one example--since you are in the Automotive domain--this domain has very typical set of Standards & Protocols [CAN, SAE, etc]. The more one uses them, the better one gets into the depths of them [as is the case with ANY field]. This could lead to forming a set of parameters for R&R.
The concerned Technical Team Leaders/Managers would be the best persons to lay down the Baseline(s) @ the individual member level & the Group level--which would be your Reference point.
Hope you get the point.
All the Best.
Rgds,
TS
From India, Hyderabad
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