...Compensation & Benefit Strategies Compensation and Benefit Strategies In today’s world, assigning a right compensation for a right job position and matching it with individual’s expectation has become a challenging task. For large scale organizations, defining compensations and benefits is even harder and border challenge. In this case organizations need to consider various demographic factors prior to defining favorable compensation strategy. Any compensation strategy applicable in given organization cannot be matched with similar job functions in other organizations or in other regions for same organization. A constant review of compensation and benefits strategy is needed with various benchmarks to attract right talent. Organizational long term strategies, span of organization, hierarchical structure, policies and future internal expansion in organization determines overall pay scales and promotions. For a large organization as referred in video ("Atwood and Allen," 2014) which is already having multinational presence and looking forward to expand further in various demographic regions, needs to consider various factors to fulfill organizational strategies. Attracting right talent, retaining existing talent and improving upon existing talent of employees are some major challenges faced by all such types of organizations. For such organization with its multinational existence I will choose a multinational based compensation plan which will account for regional...
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...This is a crucial indicator for improving the standard of care and guaranteeing patient-centered treatment, and can impact patient satisfaction, loyalty, and outcomes. The objective is to improve patient outcomes by ensuring adequate staffing and reducing nurse burnout. Target: Improve patient care metrics such as reduced hospital stays and mortality rates; lower rates of hospital-acquired infections by 10% within 18 months. Maintain the average hospital stay for hip replacement at 2-4 weeks by December 2026. Increase patient satisfaction rate to 94% by December 2026. Decrease patient complaints by 25% by December 2026. Timeline: Short-term (6 months): Establish baseline patient care metrics to identify areas for improvement. Mid-term (12 months): Implement staffing changes and culture initiatives, and track changes in patient care outcomes. Long-term (18 months): Achieve a 10% improvement in key patient outcomes, including a reduction in medical errors and length of hospital...
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...Employee Compensation that Encourages Performance By Kate Greene, SPHR The strategy my neighborhood kids use to get customers for their lemonade stand is not unlike what many employers use to get employees. The kids scream “35 cents a glass” over and over, louder and louder. Would they have more success if they used signs, knocked on doors, yelled in a more even tone of voice, sold from a rolling wagon, etc.? Similarly, employers that advertise $8.00 an hour, over and over, may not get applicants or results they require. Better results come from compensation strategies that align company and employee performance goals. Establishing wages that will both attract employees and provide contain labor costs starts with careful evaluation of internal and external factors to establish fair pay ranges that reward performance. Recently a client asked how to best compensate his employees. The response, it depends. Compensation is a complex issue requiring careful consideration and research regarding many factors. The design of your company compensation structure can send a very strong message regarding what you expect from employees. Many authors have written on this subject and a lot of research and compensation theories/plans have been completed. When working with a small to mid-size employer to create a compensation plan, I recommend following a few central principles. These are: 1. Keep it Simple Pay structures needs to be easy to communicate and understand. Complicated formulas that...
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...Compensation Plan The purpose of this document is to present a proposal for a compensation plan for the newly formed sales team detailing the plan components, incentive packages, benefits, and the reasons the plan will work. Strategic benefit planning helps the company to balance the cost with the value and results obtained. It supports the mission and the employees who are the internal customers of such plan (Rappaport & Barocas, 1993). 1. Business Strategy Alignment InterClean’s new business strategy is about growing and expanding by developing and selling full-service solution packages to existing and new customers in the large institutional and industrial cleaning and sanitation industry. Linking compensation programs to business strategy is about: • Aligning performance objectives to the aggressive growth and transformation strategy. • Measuring the progress and rewarding the achievement of such aggressive goals with aggressive compensation plans that will motivate employees to strive for its achievements. • Compensating for the long-term strategic objectives to ensure the change of the company culture. As previously mentioned, it is key to clearly and frequently communicate the strategy, the objectives, and provide feedback from the measurement results. Key measurements for top compensation: 1- Business growth and increased market share 2- Creation of new customer accounts with new significant business 3- Maintaining and growing existing major customer...
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...to staffing, employment testing, interviewing, training and selection decision-making strategies in the Global context. It is most suitable for third year students who have completed an introductory course in human resource management, and who have some basic understanding of how culture and the international marketplace affect business. The course will review the theories, models and concepts developed in the areas of international management, international organizational behavior, cross-cultural management, and other emerging disciplines, and study their implications on international HRM practices. A major focus of the course will be on international human resource management & development issues of recruitment and selection, compensation and reward systems, training and development, performance appraisal, expatriation, repatriation and career development. IV – Objectives: At the end of the course, the students will be able to: • Identify and discuss the main issues related with International HRM. • An understanding of international context and cultures affecting the HRM functions. • To provide the students with the techniques to manage the diverse employee force. V- Vision: AMERICAN INTERNATIONAL UNIVERSITY-BANGLADESH (AIUB)...
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...Hanmi Pharmaceutical • Dept.: Global Business Development • Company: DK Corporation • Dept.: Overseas Sales Team 이영규 신경식 Shin, Kyung Sik 김지연 Kim, Ji Yeon 1 Contents of Presentation 1. HD Introduction 2. Summary of Article 3. Issues 4. Recommendation & Implementation 5. Conclusion PRESENTATION TITLE GOES HERE 2 Home Depot 3 Home Depot [Company History] • Founded in 1978 (by Bernard Marcus, Arthur Blank, Ron Brill and Pat Farrah) • American retailer of home improvement and construction products and services. • Head Quarter : Atlanta, US Stores • US: Including all 50 US states • Canada: All 10 provinces • Mexico, China, South America and UK Market Position • Largest home improvement retailer in US in terms of overall revenue based on strong customer service ethos Culture “Everybody here feels that it is their company” - Home Depot director, Don Keough “Directors were required to meet with customers & offer insights…” - Business Week 4 Nardelli career history • 1971 : joined General Electric in 1971 as an entry-level manufacturing engineer • 1988 ~ 1991 : executive for a division of the construction equipment maker, J. I. Case Company • 1995 :president and CEO of GE Power Systems, also having the title of GE senior vice president. Also known as "Little Jack", after his mentor Jack Welch ambitious for succession after Jack Welch • received a job offer from Kenneth Langone, who at the time was on the boards of both GE and The Home Depot...
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...Business Proposal Brenda McDonald BUS 340 Instructor: Ellie Parvin February 9, 2015 Business Proposal EXECUTIVE SUMMARY This business proposal will provide a solution to the current salary restraints for the Director of Sales and Marketing within the organization in a way that will help to increase sales revenue potentials for the property, while providing salary incentives for the director. The Economical Impact on the Properties The economical impact of Palmer-Gosnell Management, Inc.’s hotel background has not been at the expected levels since 2008. With the decline in travel from the leisure market (families and vacation type travel), it is important that Palmer-Gosnell Management retain a dedicated sales effort in order to remain competitive in the hotel market. The things to consider are the increasing costs to operate the hotel, the decreasing marketing budget allowances, and the slow travel markets that are over saturated with hotel rooms. Having a dedicated sales director who is responsible for driving revenues in order for the property to continue to operate and provide a return-on-investment to the stockholders is very important to the company. Provide revenue gains by changing the current salary structure. The sales director that is responsible would need some motivation to keep the hotel in good standings. Let’s start with; the amount of work load that is expected of the sales manager and the type of goals that must be achieved should be evaluated...
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...October 1983, final version received September 1984 Studies examining managerial accounting decisions postulate that executives rewarded by earnings-based bonuses select accounting procedures that increase their compensation. The empirical results of these studies are conflicting. This paper analyzes the format of typical bonus contracts, providing a more complete characterization of their accounting incentive effects than earlier studies. The test results suggest that (1) accrual policies of managers are related to income-reporting incentives of their bonus contracts, and (2) changes in accounting procedures by managers are associated with adoption or modification of their bonus plan. 1. Introduction Earnings-based bonus schemes are a popular means of rewarding corporate executives. Fox (1980) reports that in 1980 ninety percent of the one thousand largest U.S. manufacturing corporations used a bonus plan based on accounting earnings to remunerate managers. This paper tests the association between managers' accrual and accounting procedure decisions and their incomereporting incentives under these plans. Earlier studies testing this relation postulate that executives rewarded by bonus schemes select income-increasing accounting procedures to maximize their bonus compensation. 1 Their empirical results are conflicting. These tests, however, have several problems. First, they ignore the earnings' definitions of the plans; earnings are often defined so that certain accounting decisions...
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...Office. WilmerHale principal law offices: 60 State Street, Boston, Massachusetts 02109, +1 617 526 6000; 1875 Pennsylvania Avenue, NW, Washington, DC 20006, +1 202 663 6000. This material is for general informational purposes only and does not represent our legal advice as to any particular set of facts, nor does it represent any undertaking to keep recipients advised of all relevant legal developments. ® SM Attorney Advertising ® Table of Contents 2 US IPO Market Review and Outlook 6 Law Firm and Underwriter Rankings 8 Regional IPO Market Review and Outlook – California – Mid-Atlantic – New England – Tri-State 10 Securities Offering Reforms Are a Year Older – Are IPO Issuers a Year Wiser? 12 Selected WilmerHale Public Offerings 14 SEC Expands Required Compensation Disclosures 18 PIPEs and Rule 144A Market Review and Outlook 21 SOX 404 – The Saga Continues 22 Is the AIM to Reincorporate? 24 Best Practices: When You Want to Do More than Just Follow the Rules US IPO Market Review and Outlook 2006 Review With 198 offerings, deal volume in the 2006 US IPO market was essentially unchanged from the prior two years. However, total gross proceeds for the year increased 29% from 2005 to reach $40.4 billion in 2006, due largely to the return of super-sized IPOs, which more than offset an...
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...Using EVA to Align Management Incentives with Shareholders’ Interests Incentive Compensation: The Need and the Challenge The objective of most incentive compensation programs is to address the ‘agency’ problems that besiege public companies. Specifically, public firms that hire professional management experience a natural separation between those that own the firm (the “principals”, i.e., shareholders) and those that manage the firm (the “agent”). Once can conclude that, for the vast majority of public firms, the owners’ ultimate goal is to maximize their own wealth invested in that firm. In most cases, the board that shareholders have elected to represent the owners’ interests hires professional managers to accomplish this goal for them. However, as Jensen and Meckling observed in a paper they co-authored in the mid-1970’s, without the proper incentives, most managers will not gravitate towards decisions that maximize firm wealth. Instead, the authors claim that managers with limited investment in the firm they have been hired to manage are inherently selfish. They will divert firm resources away from investments that create the most firm value towards those that bring the most value to the individual, such as perks, notoriety and empire-building. Jensen and Meckling proposed that the solution to this problem is to make the managers into owners by giving them equity and ultimately suggested that “the best way out of America’s corporatestructural rut was through...
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...Human Resources Plan Name Class Teacher Date The human resource department has a direct impact on the success of the company and its culture. In addition to being responsible for recruiting and retaining employees, talent management, compensation and benefits, training and development, and compliance, HR should be able to assist employees and managers resolve issues. Before starting an HR Department of one person, it is important to develop a long-term strategic plan in order to formulate the steps used to build a functioning unit and one that has credibility within the organization as a strategic partner. In order to streamline our department of one, HR will focus on specific functions and re-assign or outsource others. Recruitment, training and development, compensation, legal issues, and performance reviews will remain with HR. We will outsource or make use of web-based services certain activities such as payroll and benefit management. Other functions of HR will be carried out by utilizing the expertise of other departments and collaborating with them on important issues. For example, I will collaborate with the marketing manager to aid the company’s recruitment, orientation and onboarding so that we are promoting the company brand and attracting the right talent. According to Chimhanzi (2004), significant achievements for both departments will be achieved through social networking and written communications that help promote the perception of connectedness...
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...POLITECNICO DI MILANO Master of Science in Management, Economics and Industrial Engineering [pic] Management Control Systems Prof. Paolo Maccarrone Second Assignment: Analysis Group Ferrario Andrea Rognoni Susanna Taiana Marco Trifonov Angel A.Y. 2007/2008 Q1.Based on the 2004 statement of profit and loss data (Exhibits 1 and 2), do you agree with Water’s decision to keep product 103? In order to support an opinion on the side we decided to analyze all the probable scenarios. If the company management decided that it is better to stop the production of product 103, they could do this in one of the following manners: 1. Stop production and any business related to product 103. 2. Stop production but outsource it to another company and continue the distribution. 3. Stop production and use the available production capacity in order to produce product 101 or 102. If the company management decided that it is better to continue the production of product 103, they could do this in one of the following manners: 1. Maintain the same volume of production. 2. Increase the volume of production. 3. Lower the volume of production. 4. Substitute 102 production capacity with 103 if the 103 facility has not sufficient capacity to exploit economies of scale Analysis of the P&L statement of 31 December 2004 If we have a look at the P&L statement for the 2004 it is obvious...
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...Objective--------------------------------------------------------------------------- 0608. Overview of Long Beach Hotel-----------------------------------------------------0709. Features & Benefits of Long beach hotel ---------------------------------------0710. Vision-----------------------------------------------------------------------------------0811. Mission---------------------------------------------------------------------------------0812. Corporate Objective ----------------------------------------------------------------0813. Organizational Structure--------------------------------------------------------------0914. COMPENSATION FOR TOP MID AND OPERATING LEVEL-----------------1015. Compensation---------------------------------------------------------------------------1516 Employee Benefit------------------------------------------------------------------------1617. COMPENSATION DIMENSION----------------------------------------------18 * Leave & Holiday pay------------------------------------------18 * Disability income continuation----------------------------19 * Health and accident protection----------------------------20 * Income equivalent payments--------------------------------21 * Payment for Time...
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...PAY FACTORS 1. Kinds and levels of required knowledge and skills There is an old adage that states “it is who you know not what you know” that will get you the job, pay or promotion you want or seek. Perhaps this is true but in my opinion it is partly true. We live in an economy and business atmosphere that are seeking and relying on knowledge and skill that a person will bring to a corporation or organization that will contribute its profitability. Today, there is a lot of buzz about green jobs or green collar jobs. These are terms loosely used and confusing to the average person; the definition primarily has to do with jobs involved with increasing energy efficiency, improving environmental quality, decreasing reliance on fossil fuels and other nonrenewable resources, and furthering a transition to a clean-energy economy. Green-collar jobs are in construction, manufacturing, installation, maintenance, agriculture, and many other Industry sectors. Green job initiatives run the gamut from low skilled positions that create career pathways to middle to high skilled positions thus higher wages. Those in highly competitive green jobs are highly trained and skilled in the areas of engineering, science and information technology. Knowledge and skills are a big factor in determining pay for green collar positions which are transforming the pay scale for these jobs. These positions do require high school plus vocational training or baccalaureate or post baccalaureate education...
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...Creating a Vision Harold Williams HRM/521 April 19, 2010 Shirley Myers Creating a Vision InterClean is currently a successful company that provides cleaning products to health care companies. EnvrioTech is a successful company that provides cleaning solutions to companies in health care field. The two companies merged with aspirations to become the only global company to provide full service products, packaging, and cleaning solutions for the health care industry. The challenges facing the company are a smooth merger, retaining the best employees, and hiring the best talent available to join InterClean sale teams. The company will use newspaper, and online advertisements to post new openings. Cascio (2006) explains that “the average firm cut about six days off its hiring cycle by posting jobs online instead of paper ones….” (p.207). Currently, InterClean need to hire five people for sale positions; one of the new position will include a midlevel manager who will have the responsibility of supervising, organizing the daily tasks, and interactions with the sale team. They must possess excellent organization skills, knowledge of cleaning products, services, and enjoy working in a team environment with a diverse group of individuals. Sale representatives are required to have a background in the applications of sales, good communication skills, initiative, and desire to seek additional education and training. The selection of duties pertinent to the new sale...
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