Rahul
→ Saurabh → Pranav
cc: Rajeev
26/02/06
Apple
Cart
- The
main thrust of Global Recruiters is:
Simplify HR manager’s life / Increase his productivity. Enable him to do more with less effort. Empower him to take hiring decisions of superior quality & fewer hiring errors. - If
we succeed in this, HR managers will switch over to GR. They will also
insist on candidates sending their Profiles instead of plain-text
resumes.
- Enclosed
feature (Apple Cart?) is designed to fulfill this need.
- One
of the biggest problems facing HR managers is:
“What
salary shall I offer a shortlisted candidate/s which—
a) will attract him to accept/join? and simultaneously,
b)
will not upset (at least terribly!) my own existing employees, who are quite
comparable to this candidate in terms of:
- Age
- Total
Experience
- Current
Designation / Design Level
- Year
of Passing
It
is obvious that the HR manager would not want to offer such a high salary that
existing employees get very upset and resign!
For
most HR managers, this (deliberation/decision) is like TIGHT ROPE WALKING!
A slight imbalance & you are down!
After
issuing an appointment letter, he does not want the disgruntled existing
employees to queue up in front of his cabin! He does not want a revolt!
So,
if we can offer him some “tool” which will help him do this TIGHT-ROPE
WALKING gracefully…
He
will highly appreciate the same.
- If
a company has hundreds (or thousands) of existing employees, then it is
very difficult for a HR manager to know
- who
is getting what salary and
- who
is likely to “compare himself” with the incoming employee and feel
terribly upset.
- But
with the kind of tool proposed, he can now compare the candidate with all
comparable existing employees along several “dimensions”!
- When
I was DGM (Personnel) at L&T (1977–79) & it was my responsibility
to recommend (to the Directors)
- the
quantum of increment (once-in-3 years) to the COVENANTED officers.
Fortunately,
at that time, there were possibly no more than 100 such officers.
So,
I was able to plot 4 graphs
(frequency
distribution) for these 100 officers as follows:
(hand-drawn
bar chart labeled “Officers who passed BE in 1958” with X-axis marked “Patel,
Mehta, Venkut, Shah” and Y-axis labeled “Salary (Crs./L/yr)”.)
In
L&T, I created one more chart viz:
Comparison by “Year in which Covenanted.”
Directors
who had to decide the actual salary-increment to be granted were very happy
with such graphical / visual presentation, which enabled them to grasp the
relativity amongst executives — in a matter of seconds!
(Signature)
26/02/06
Apple
Cart
Dear
HR Manager,
Your
biggest problem is to find a competent executive — and FAST.
Having found one, your next big problem is:
“What
salary shall I offer him without upsetting a lot of my existing staff?”
Your
employees talk to each other. When you “tilt” the Apple Cart (i.e., upsetting
the salary balance), you displease many!
Now,
your Company’s salary structure should not collapse! You know employees
constantly compare their designations, ages, and years of experience.
Can
we offer you something that will help you (1) compare this new candidate (PEN)
with existing employees, and (2) suggest a fair, safe salary that balances
internal equity?
Table:
Database of my existing employees
|
Emp.
Name |
Age |
Total
Exp. |
Designation |
Degree |
Batch
(Year) |
Dept./Mthly
Salary (₹) |
|
^ |
^ |
^ |
^ |
^ |
^ |
^ |
I
want to compare this candidate’s PEN with my existing employees.
Please find out the average salary of employees who are comparable
(i.e., same as the candidate)
→ Age ± 2 years, Total Exp ± 2 years, Designation Level ± 1,
Degree Level ± 0, Year of Graduation ± 0, Age ± 0
[
Submit ]
The
table will always contain one row for the concerned candidate (PEN), in bold
RED colour.
