Showing posts with label Compensation and Rewards. Show all posts
Showing posts with label Compensation and Rewards. Show all posts

Sunday, May 5, 2019

Dissecting Compensation & Benefits: Benefits

05 May 2019: With reference to my previous article on "Dissecting Compensation & Benefits: Compensation" (dated 2 May 2019), now let us dissect Benefits. Do bear in mind that this article is written from a Singapore benefits context (especially the example given by me, the author).

Definition:

  • Benefits are perks offered to employees in addition to salary. Some of the common benefits are medical, disability, and life insurance; retirement benefits; paid leave; flexible work arrangement; and fringe benefits.
  • Employee Benefits are programs an employer uses to supplement the cash compensation an employee received.

Benefits can be divided into 3 areas: -


  1. Mandatory Benefits
  2. Voluntary Benefits
  3. Benefits Administration 

Mandatory Benefits

As a Benefits Specialist, the person need to have a good understanding of what are the mandatory benefits which are compulsory for an employer to provide for their employee. A good source for Singapore employment mandatory benefits can be found at the following government agency website https://www.mom.gov.sg/

Another great source of information is to purchase Mercer WBEG (Worldwide Benefits & Employment Guideline) Report. You can either buy it based on the region e.g., Asia Pacific or by individual country e.g., Singapore, Malaysia, etc. Just a disclaimer, I am not being paid by Mercer for this article. Click the hyperlink to visit mercer website Mercer WBEG


Voluntary Benefits
When it comes to voluntary benefits, most organization will focus on 4 main areas which are: -

  1. Healthcare
  2. Wellness
  3. Retirement
  4. Life Management (aka Group Insurance policies, which may include Group Term Life, Group Personal Accident, Group Hospitalization & Surgical, etc.)

To support this task, a typical organization based in Singapore may purchase "country benefits report" from Mercer, Hays Companies, Aon, or SNEF (Singapore National Employers Federation) to benchmark their benefits practice.


Benefits Administration
When it comes to benefits administration, the focus will be on the following:

  • Managing Cost: some of the approach that help organization in managing the cost can include employees' contribution (co-payment), waiting period (in Singapore, an employee is eligible to benefits after 3 months of continuous employment with an organization), high deductible plans and wellness focus.
  • Flexible Benefits: Giving employees the ownership and choice in benefits, some or all of which may be tax-advantages (do bear in mind that in Singapore, only related medical reimbursement has tax-advantages e.g., dental, immediate family medical cost, traditional Chinese medication (TCM), health screening, etc.). Flexi-benefits involving holiday tour and some insurance reimbursement are taxable. 
In summary, a benefits specialist / expert will need to have a good understanding of the country mandatory benefits and taxation related to the voluntary benefits they want to implement.

++The End++

Friday, May 3, 2019

Dissecting Compensation & Benefits: Compensation

2 May 2019: When you talk about "Compensation & Benefits", it is actually 2 separate functions and area of expertise. I always find it very difficult to employ a C&B specialist with a well balance of compensation and benefits skill set. Now, let us dissect "Compensation" ...

Compensation is defined as pay / salary provided by an employer to an employee in return for work done.

Compensation comprised of two (2) core elements: -
  1. Fixed base pay (e.g., basic salary) that does not vary;
  2. Variable pay (e.g., variable bonus scheme, sales commission, etc.), which changes with performance results.
Usually, a basic compensation plan comprise of three (3) parts: -
  1. Internal Alignment (IA)
  2. External Competitiveness (EC)
  3. Compensation Management (CM)
Internal Alignment: Makes pay comparison among jobs or skills level inside a single organization.

Step # 1: Job Analysis (JA)
It is the systematic process of collecting information that identifies similarities and differences in work. The outcome of JA is job documentation (e.g., Job Description).

Techniques of conducting JA: 

  1. Observation
  2. Interview
  3. Questionnaire
  4. Online (e.g., O Net)
Step # 2: Job Evaluation (JE)
It is the systematic process of determining the relatives worth of jobs. The outcome of JE is the development of an internal structure or hierarchical ranking of the job.

Note: Under Mercer methodology, I will be applying Mercer's e-IPE to determine the "Position Class" (aka PC) of the Job ... similar to job leveling.

Step # 3: Pay Policy
Deciding a pay policy is the process of determining whether the organization want to lead, lag or meet the market in compensation.

(source: Gregg Learning, 2018)


External Competitiveness (EC): Pay comparisons with competitors - other organization that hire people with same of similar knowledge, skills, and abilities.

Step # 4: Market Analysis
It is the process of analyzing compensation data gathered from other employers in a survey of the relevant labor market.

Note: Under Mercer methodology, I will be participating in Mercer's TRS (Total Remunerations Survey) to obtain the market data.


(source: Gregg Learning, 2018)

Step # 5: Base Pay Structure
A base pay structure is developed through job evaluation is merged with the external market pay rates in a single regression to develop a market pay line from which pay grades and ranges are develop.

A trained C&B Expert / Specialist will be able to "regress" the data into similar graph shown below.   


(source: Gregg Learning, 2018)

Compensation Management (CM): Implementing variable pay and ensuring employees understand their compensation.

Step # 6: Pay for Performance
Deciding the use of pay that varies with some measure of individual or organization performance such as merit, incentives, and variable pay.


(source: Gregg Learning, 2018)

Step # 7: Communicate the Plan
Communicate your compensation plan ensure employee understand their compensation and how a clear line of sight between organization mission, culture, and their compensation.


(source: Gregg Learning, 2018)

++The End++

Monday, September 29, 2014

Lazy HR Professional Series: Free "Mercer" Compensation & Benefits Apps

29 September 2014, Singapore: If you are interested in regional compensation and benefits information, you should download and install the Mercer Compensation & Benefits apps (aka Mercer CBPAW) from Google Play.com

It provide basic information on most countries C&B statutory requirements and market practices.

Click the hyperlink: Mercer CBPAW


---The End--- 

Tuesday, August 26, 2014

Lazy HR Professional Series: Local Plus: Gaining Popular Among European Organization

26 August 2014, Singapore: Based on my observation in the last 5 years, the concept of local plus is gaining popular among European MNC. I like to keep it short & direct - click the hyperlink. 

What is 'local plus'?
Click the hyperlink http://www.eca-international.com - articles about local plus

Figures & Facts about 'Local Plus' from Mercer
Click the hyperlink http://mthink.mercer.com - graphic info about local plus
(Source from Mercer)

--- The End ---




Monday, January 13, 2014

WorldatWork "You Tube" TV

13 January 2014, Singapore: I was just trying my luck on You Tube when I type "worldatwork" and hit the enter key. I found out that WorldatWork (The professional association for compensation, benefits and total rewards) just launch their online  TV about a week ago.

If you are interested to find out some of the methodology and practices ... this site can provide you the basic knowledge. ... click the hyperlink




-The End-

Wednesday, January 8, 2014

Introduction to WorldatWork Total Rewards Model / Framework

08 January 2014, Singapore: WorldatWork is one of the leading authority for HR professionals who specialized on Compensation-Benefits-Total Rewards. I just want to share WorldatWork Total Rewards model / framework.

It is informative and very easy to read ... click the hyperlink for details:



-The End-

Saturday, December 28, 2013

Keeping Your Compensation & Rewards or Total Rewards Up-to-date

28 December 2013, Singapore: I have been heading the HR CoE for Organizational Development since September 2013 but I always make it a point to keep my compensation & rewards (aka Total Rewards) knowledge 'current' and as much as possible support my company 'Pay & Benefits' project with another colleague of mine.

Based on experience and observation, for HR professional who wish to be 'regional manager' - one of the key skills that you mush have is the ability to tackle - design - develop - roll-out compensation strategy ... be it a simple or complex one. In every organization, compensation and reward issues (e.g., internal equity, based vs variable, etc.) will always be one of the HR challenges face by a regional HR manager or director.

I would like to share the following white paper from Peoplefluent.




-The End-

Monday, November 18, 2013

Compensation & Benefits: "World at Work" e-Magazine for November 2013

18 Nov, 2013 - Singapore: A good angel shared with me this link from "World at Work". They are one of the top authority in Global C&B Professional certification. You can also join their membership if you have intention to specialist in total rewards.




-The End-

Thursday, April 21, 2011

Introduction To Total Rewards & Compensation

Total rewards in an organization context include (i) monetary and (ii) non-monetary rewards provided to attract, motivate and retain the employees.

In this short article, I will only introduce the basic knowledge a typical C&B officer / executive should know: -

  • Base pay - It is the basic compensation that an employee receives usually as wage or a salary.
  • Wages - It is payment directly calculated on the amount of time worked.
  • Salary - It is a consistent payment made each period regardless of the number of hours worked.
  • Variable Pay - It is compensation linked directly to an individual, team or organizational performance.
  • Benefits - Indirect reward given to an employee or a group of employees for organizational membership.
  • Entitlement Philosophy - For example, an employee who have worked another year are entitled to pay increase with little regard for performance differences.
  • Pay for Performance Philosophy - Requires that compensation changes reflect performance differences.

Exhibit 1: Total Rewards
[source: Ghee, Mathis, Jackson (2010) - Human Resource Management, an Asia Edition]




Exhibit 2: Continuum of Compensation Philosophies
[Modified from source: Ghee, Mathis, Jackson (2010) - Human Resource Management, an Asia Edition]