The remuneration of each employee is a consequence of the assessment by the organization of his work during the month (year), how successfully he performed the tasks set, coped with his duties. Depending on these factors, a distinction is made between employees and the degree of remuneration is determined.
The reward system in an organization is divided into three main elements (Figure 10).
Figure 10 - The system of remuneration in the organization 28, p.79
Let's take a closer look at such a method of remuneration as benefits. Benefits are additional benefits and compensations that employees receive indirectly, and not in the form of direct cash payments. Benefits not related to the quantity and quality of labor, remuneration that employees receive for the fact of working in a given organization or at a given enterprise.
The most suitable compensation system is not easy to develop, but general rules that follow the trends exist both in the Russian and foreign markets. Despite this, questions on additional benefits arise and are resolved depending on the situation.
Reasons why it is advisable for companies to promote the benefit system:
Improving the life system of employees;
Beneficial psychological impact on employees, due to the fact that the value of each employee is emphasized, his self-esteem increases;
Creation of a favorable image of the company;
With the help of benefits, the promotion of corporate values of the organization, for example, subscriptions to the gym or swimming pool, promotes a healthy lifestyle.
Figure 11 shows the most popular types of benefits.
Figure 11 - Popular types of benefits
Other equally important benefits are:
Health insurance,
Payment for holidays (payment for vouchers, payment at the place of residence at the place of vacation, payment of additional amounts for holidays),
Well equipped workplaces
Training at the expense of the company,
Accommodation for out-of-town employees
Organization of corporate events,
Free Internet access,
Purchase of business suits,
Purchasing a company's products or services at a discount.
Additional benefits received by the employee improve the quality of work and increase their well-being.
Benefits can be divided into two blocks:
Mandatory benefits - determined in accordance with labor legislation (payment for annual leave, compulsory medical insurance, payment of sick leaves, contributions to the pension fund).
Voluntary benefits - determined by the employer (free meals, payment of transportation costs, payment for mobile communications, the birth of a child, loss of property, death of a relative of the 1st circle, marriage and others)
The system of benefits for employees in Russia began to be dealt with about 10 years ago. According to the studies of many managers, analysts, experts, for a long time people only thought about changing jobs, about something more profitable. Is it possible to work in a team where the staff only lives with dreams of a better life. Such employees cannot work with full dedication.
The goals of employers directly depend on the company's strategy and mainly represent: attracting highly qualified personnel, creating a favorable public opinion, stimulating labor, as well as increasing the well-being of employees.
As experience shows, organizations with the most developed social policy are more efficient and successful in the market.
It's great when there are benefits at work, but not all companies can afford them. This is due to the fact that the provision of such benefits is a very costly event for the company, it is cheaper to leave a cash reward or offer your own product or service as a benefit. Also, middle-aged and older employees, remembering the Soviet temporary, the system of benefits and constant lack of money, do not particularly trust such rewards.
For the effective formation of benefits, the main thing is to take into account the values of employees, social and age differences are of no small importance. For example, employees under 30 will be more interested in discounts to the gym, and those over 50 are more interested in health insurance. It is possible to give the choice to the employees themselves, but this is quite expensive and can increase the needs of people.
The system of benefits (benefits, privileges) is used, perhaps, in every organization and is an integral part of any motivation system. Consider examples of benefit systems used in various organizations.
In accordance with the hierarchical structure of the company, one set of benefits is for employees and workers, another for middle managers and a wider one for top managers. An example of such formation of benefits is presented in Table. one.
Table 1 - The system of benefits in a manufacturing company
|
Direction directors |
1. Medical insurance. 2. Providing a company car. 3. Personal car insurance. 4. Providing and paying for mobile communications. 5. Additional leave, granting the right to a shorter working day, a week, as well as the right to a sliding, flexible schedule. 6. Full payment for the voucher once a year (within 1000 US dollars). 7. Tuition fees. 8. Loans and credits (regardless of length of service) for the purchase of housing, a car. 9. Free treatment of an employee (admission, procedures according to the approved list) on the basis of |
|
|
certain honey. establishments |
||
|
middle management personnel |
3. Payment for recreational activities (swimming pool, etc.). 4. Medical insurance. 5. Life insurance in the amount of _______. 6. Payment for training for advanced training. 7. Partial payment for the voucher once a year (in the amount of 500 USD). 8. After ___ years<1>work in the company - loans and credits for the purchase of housing, large purchases. 9. Free treatment (admission, procedures according to the approved list) on the basis of a certain honey. institutions. 10. Banquets with an invitation to all employees on holidays (the company's birthday, New Year, New Employee Day) |
|
|
Specialists, managers |
1. Payment for meals (free lunches). 2. Payment for travel to work (travel for public transport). 3. Free treatment of an employee (admission, procedures according to the specified list) on the basis of a certain honey. institutions. 4. Payment for recreational activities (swimming pool, etc.). 5. Life and health insurance in the amount of ______. 6. Payment for training for advanced training (courses, seminars). 7. Partial (___%) payment for the voucher once a year in the amount of 300 US dollars. 8. Banquets with an invitation to all employees on holidays (the company's birthday, New Year, New Employee Day) |
In large state-owned corporations, the system of benefits is also increasingly used. For example, the system of benefits in OJSC "Aeroflot" is as follows.
1. Stimulation by free time.
2. Labor and organizational stimulation.
3. Stimulation that regulates the behavior of an employee based on the expression of public recognition.
4. Payment of transport costs or maintenance by own transport.
5. Savings funds.
6. Catering.
7. Scholarship programs.
8. Housing program.
9. Flexible social payments.
10. Life insurance.
11. Medical insurance.
12. Contributions to a non-state pension fund.
13. Associations for obtaining loans.
In organizations that use a grading system, benefits are usually differentiated from the qualification level of employees by grades. The higher the grade to which the position belongs, the greater the set (or for a larger amount) of benefits provided. The table shows the distribution of benefits in accordance with the grades in one of the Russian companies.
Table 2 - Distribution of benefits by grades
Individual organizations form a social package based on the principle of the cafeteria.
Table 3 - Cafeteria Package
The basic idea is to allow the employee to create their own benefit plan, with two restrictions in mind. First, the entrepreneur must carefully define the limits of the total cost. This limit indicates how much will be spent on benefits for each worker. Second, every benefit plan must include certain mandatory items. For example, social security, workers' compensation and unemployment insurance.
Based on these two limits, employees can choose from all available benefits. Thus, a young married employee may forego some of the company's plans in favor of life and dental insurance plans, while an older employee may opt for pension increase plans. The list of possible alternatives could probably include a large number of benefits: holidays, pension plans, educational services, etc.
The construction of such individual plans can be both beneficial and disadvantageous. The main problem is that using the "cafeteria" plan can incur significant administrative costs. Each employee's benefits must be carefully assessed and updated periodically.
Part of the benefits may be replaced by the issuance of monetary compensation. For example, the provision of such benefits as the payment of public transport tickets is replaced by the payment of a certain amount in cash. In this case, employees can use it at their discretion: some for public transport, others for gasoline, others for taxis, etc.
Many firms are introducing bonuses for the contribution of employees to the development of customer service standards. One of these schemes was recently implemented by Aetna Life & Casueli Company. It had two components. Basic payments were based on the overall performance of employees, special - were appointed for an outstanding contribution to customer service. Previously, customer service standards were introduced, which included the following provisions: employees had to demonstrate knowledge of customers and their needs, interest in and attention to their problems and opinions; employees had to be available to customers. Annual bonuses were paid at the rate of 2% of the annual salary.
Progressive firms today heavily use variable wages, financial and various alternative incentives. The purpose of these events is to reward quality and productivity through the use of performance-based rewards as part of their employee loyalty programs. In this sense, Federal Express is a good example.
Federal Express has a range of performance-based pay programs.
Allowance program. All employees receive a performance bonus. Many hourly employees receive a bonus not as an automatic salary increase, but for their personal merit. Evaluation of company employees is a tool for determining the results of work or serves to confirm information about the development of an employee or to recommend a salary increase. That is why it is so important that the estimates are fair and accurate.
Supplement above salary. Many hourly workers receive a gross bonus when they reach the top of their salary range. An over-salary allowance is paid if an employee receives the maximum pay for a certain period of time (usually six months), and only if he has an above-average performance.
Program "Star/Superstar". Employees with outstanding performance ratings may be awarded the title of "star" or "superstar" and an increased gross allowance. "Stars" can be 10% of the performers in each division, while "superstars" - only 1% of the employees of each division.
Sharing profits. Profits are shared based on the overall performance of the corporation. The Board of Directors sets an annual amount to be divided among the employees based on the corporation's pre-tax profits. Payments under this scheme may take the form of cash, shares, or some combination of the latter two. Payments are made every six months in June and December. The scheme is integrated with pension and savings schemes to provide a competitive retirement program.
Programs for managers and professionals. These are personal schemes of managers and professionals. They are designed to give managers and other professionals the opportunity to receive financial rewards for achieving the goals of a corporation, department, or department. The financial incentive program for managers is mainly aimed at rewarding the planned level of profit. Managerial and professional awards are directly related to personal achievement in working with people, in service or in generating profit. So, for a regional sales manager, the human goal may be leadership, expressed in obtaining additional leadership points when conducting feedback research.
The Bravo Zulu Award (BravoZulu is a maritime signal meaning "well done!") was introduced to give managers the ability to immediately reward employees for excellence outside of their normal job responsibilities. These awards may be in cash (cheque) or in some other form (a free lunch or a theater ticket). The managers of the corporation rewarded employees with a bonus about 150 thousand times a year, the average bonus was $50.
Golden Falcon Award. This award is given to employees for outstanding customer service. Candidates for this award are usually nominated based on letters from clients who state that the employee has behaved in the most commendable manner. Applicants are reviewed by the Golden Falcon committee and the final selection is made by the CEO. The list of winners is announced monthly on internal television or in the newspaper. As a reward, they receive a Golden Falcon badge and Federal Express shares.
Table 4 - Benefits system used in Bellsouth Corporation
|
Principles |
Benefits |
||
|
Caring for your present |
Medical and Dental Plan |
Choice of 3 medical plans (the company pays up to 80% of the costs) |
|
|
health insurance |
Paid up to 52 weeks due to illness from 50 to 100% depending on the length of service; after 52 weeks - 50% of salary. |
||
|
Career and development plan |
Free training, training at Bellsouth University. |
||
|
Lending |
Various loan options for buying a house |
||
|
Caring for your future |
pension plan |
Special plan in the company, the amount depending on the length of service (after 5 years of work in the company) |
|
|
savings plan |
Savings (savings plan): 5 - 6% of salary, this amount is tax-exempt + the company contributes |
||
|
extra (for $1, the company gives $0.75). |
|||
|
Share Acquisition Plan |
Discounts on the purchase of company shares depending on the contribution of the employee |
||
|
Caring for your children |
Special awards for schoolchildren |
After passing the knowledge test by schoolchildren (children of employees |
|
|
companies) winners are determined who receive an award of 2,000 US dollars. |
|||
|
Lending |
Providing an interest-free loan for the education of children in a college or university |
||
|
Compensation |
Reimbursement for domestic staff salaries |
With the exception of the allowance program, all other performance-based pay programs are lump sum. They are not dependent on salary and allow the company to reward its employees without constantly increasing the fixed payroll. This flexibility reflects the rapidly changing market environment and allows Federal Express to respond to deteriorating economic conditions with a full employment strategy.
In conclusion, it should be noted that any organization can use the components of the system of benefits and incentives, most often in the form of a social package. At the same time, a survey should be conducted among employees and identify the needs that they would like to satisfy using this system. Estimate their cost and create a social package from which each employee could choose the benefits necessary for him, for a certain amount, the size of which is established by the regulation on such a package. Expanding benefits in the package (albeit limited to a size that satisfies employees) will incentivize more staff.
Thus, labor motivation is an internal motivation for a certain labor behavior, limited by the mental and physical abilities of people. The purpose of motivation is the achievement in the process of work of the goals of the organization and (or) the goals of the employee. At the heart of labor motivation are motives and incentives, both related and not related to the labor process.
A number of domestic and foreign researchers consider modern theories of motivation, subdividing them into two groups: substantive and procedural. 24, p.67
Process theories of motivation determine not only needs, but are also a function of a person's perceptions and expectations associated with a given situation and the possible consequences of the chosen type of behavior.
It is no secret that such concepts as "compensation" and "benefits" came to the post-Soviet corporate world with foreign companies. Someone will object, they say, what are we talking about, didn’t such concepts exist in the Soviet Union and in modern Belarus? Yes, of course they were. But they had a different meaning. As a rule, it was about compensations and benefits that organizations are required to provide to employees by law. And in our case, we are talking about compensations and benefits provided by companies voluntarily in order to encourage staff to work efficiently and retain the best. We offer material on how this happens in the United States.
Goals and approaches to compensation
The system of compensation and benefits (benefits) in America is designed to follow three main goals: attract qualified employees, motivate them to do their job well, and retain them in the company. Let's look at each of these goals in more detail.
1. Attracting skilled workers . Most American companies pay a lot of attention to recruitment. It is believed that if you manage to find a suitable employee, you can save a lot of money (there will be no conflicts in the team, the work will be done efficiently, the company will grow, and its image will improve, etc.).
2. Motivation . It is no secret that if an employee is motivated, then he will cope with the performance of his duties more efficiently. Increasing employee motivation and improving work efficiency is one of the main tasks of HR strategies.
3. Retention in the company . What happens to the company when qualified personnel leave? The company loses money looking for another person, but, perhaps even worse, it loses the ability to work well and thereby help its competitors.
To attract, motivate and retain staff, American companies began to develop various pay and benefits schemes. In addition to the regular salary, they began to offer their employees benefits (benefits, additional remuneration). The size of benefits in American companies is 40% of the main (base) salary.
In America, there are two approaches to remuneration - traditional and Total Rewards (general remuneration). According to Ruth Jones, director of the SHRM office in Lincoln, Nebraska, for traditional approach to compensation characterized by the usual standard tariff rates of wages, contributions to the pension fund, health insurance, life. As additional programs, maintaining a healthy lifestyle (wellness plan) or partial tuition fees can be used. But the number of benefits offered is small. And each of these benefits is considered separately, and not as part of a unified wage system.
When does a company use the approach entitled Total Rewards, this means that the company has a remuneration system that includes all kinds of means to attract, motivate and retain staff. This is one big package of services for staff, often consisting of such important components as salary, benefits, maintaining a balance between work and family (Work-Life), recognition for merit and excellent work (Performance and Recognition), development and career growth. Benefits tend to be more varied than with the traditional approach. Many companies in America that operate on the principle Total Rewards, annually develop and distribute booklets to employees on the types of compensation and benefits offered. A typical booklet includes a list of pension plans, medical insurance, life insurance, maintaining a healthy lifestyle, various types of vacations, programs to provide psychological and moral assistance to employees, etc. These services are provided by different companies, but are presented as one plan with quite a variety of options that each employee can choose according to their personal preferences and needs.
Thus, using Total Rewards, companies are trying to attract and retain qualified staff, not only with the help of salaries. Among the benefits of this approach are a significant reduction in employee turnover, more efficient recruiting and fewer absenteeism (many companies offer child and elderly care services). According to Ruth Jones, Total Rewards becoming very popular, but mainly in large enterprises that have the resources to use such a complex pay system (see table 1).
Table 1
|
Traditional Compensation |
Total Rewards |
|
Compensation is made mainly in the form of a fixed salary (according to the tariff rate) Bonuses for executives only All benefits are conditional on tenure · Wage increase (tariff rate) depends on promotion The company has a uniform salary payment scheme for all employees |
In addition to the basic salary, a differentiated incentive monetary allowance is paid Cash rewards are paid to both managers and employees There is a flexible system of benefits Salary is more flexible and depends on availability employee of certain knowledge and skills The company has several programs (schemes) of remuneration, depending on the type of structural unit and positions (we are talking about related positions) |
We offer you two completely different organizations for comparison: Lincoln Industries and Cornell University.
Lincoln Industries develops employee compensation based on the performance of their work. The main ones see table. 2.
table 2
|
Compensation: · Salary according to the tariff rate Profit sharing (an agreement under which each employee of the company annually receives some part of profit Privileges (company car, tax assistance, membership in various clubs, etc.) |
|
Benefits and rewards: · Medical insurance The program of providing psychological assistance to employees 401(k) retirement plan · Paid sick leave ・Child care allowance · Training and development at the expense of the company (in our own college and at state universities). The college offers the following programs: Safety Providing financial assistance with the purchase of a computer Scholarship provided by the company to the children of employees studying at universities and colleges Service allowance (every 5 years) Recognition for the work performed: Various prizes for participation in company events, etc. |
Compensation Cornell University(New York State) are slightly different from Lincoln Industries, because the personnel, goals and objectives of this organization are completely different. The university employs about 3,000 first-class teachers (for example, in the 2006-2007 academic years, three Nobel laureates taught there), about 11,000 employees and about 20,000 students. A huge number of benefits and programs for teachers and staff allows the university to occupy a leading position among educational institutions. See Table 3 for a list of some of the benefits and rewards offered by this university.
Table 3
|
Benefits and rewards: · Medical insurance · Life insurance Disability allowance (incapacity for work) · Paid holidays and holidays · Paid sick leave Child care allowance and partial payment for pre-school childcare facilities The program of providing psychological assistance to employees in the following areas: · Training and development at the expense of the university (at the own university and in other universities of the state). Cornell itself offers the following programs: Development of leadership and personal qualities Children of teachers can study free of charge. Spouse Job Assistance Program (to retain qualified employees at the university) Healthy lifestyle program Classes (trainings): healthy running Meditation back pain and how to prevent it ・Healthy food preparation · How to control your weight Events: Access to fitness centers and swimming pool at the university Program to help those who want to quit smoking pressure measurement ・Health day |
Who is responsible for the compensation?
Most often, compensation and benefits in American companies are handled by specialists from the HR department. Large companies have a payroll department that develops and administers the pay strategy to ensure it is in line with the company's goals and the needs of the staff. Cornell University, for example, has three departments, one of which deals only with the payment of salaries, the second manages benefits, and the third department develops a program to maintain a healthy lifestyle for faculty and staff. At Lincoln Industries, which employs about 500 people, three people handle compensation and benefits. This is Dan Creek, who is responsible for the entire system of compensation and benefits in the company and directly for top management compensation, including incentive programs (incentive) and privileges (perquisites); Andy Timm, responsible for compensation and benefits for all staff (excluding top management); Mind Stone, responsible for system administration.
Benefit cafe
In many American companies, employees are offered the right to choose those benefits that are more and better suited to their needs and interests - cafeteria style. Lincoln Industries, for example, has several types of health insurance and optional benefits such as life insurance, prepaid legal fees, short-term disability insurance, and so on. At the University of Nebraska at Lincoln, these benefits include spouse and children insurance, dental insurance, and long-term disability insurance. Employees can refuse all these additional benefits, however, their monetarization is most often not provided. This is explained by the fact that by paying money instead of benefits, the company thereby encourages employees to refuse them.
Compensation Training
According to Professor Nancy Myers, Director of Organizational Change at the University of Nebraska, there are no separate compensation qualifications at American universities. However, many universities provide separate courses on compensation and benefits within the framework of the Human Resource Management program and you can get a certificate. In the United States, there is the Total Rewards Association, which provides training and testing in this area, followed by the award of CCP (Certified Compensation Professional), CBP (Certified Benefits Professional), GRP (Global Remuneration Professional) and the recently appeared WLCP (Work-Life Certified Professional) certificates. ).
Dan Krick, VP Human Resources, Lincoln Industries, Angela Davenport, Performance Improvement Specialist Lincoln Industries Vision College, Ruth Jones, SHRM Country Director Lincoln, Nebraska, Nancy Myers, director of organizational change at the University of Nebraska at Lincoln.
In Russia, the development of an employee incentive system was started 7-9 years ago. According to research by Russian experts, many managers, analysts, engineers, who make up a third of the middle class and are the backbone of many modern companies, a few years ago only thought about changing jobs, about something more attractive, primarily in the material sphere. “Is it really possible to work with a team, a significant part of which lives the so-called life behind the door (that is, dreaming of a new job and a higher salary)? Such employees cannot work with full dedication,” they say in well-known Russian companies.
According to Russian managers, the No. 1 problem that negatively affected the performance of employees in the 1990s was the lack of transparency in the formation of salaries. The fact is that no matter how hard the management of the company tried, he could not keep the salaries secret. Many knew who received $1000 and who received only $500. Therefore, over time, leading Russian companies switched to a more transparent system: each employee was assigned his place in the company's financial network, told about his capabilities and the mechanism for moving up.
To increase the motivation of employees, some Russian firms use bonuses not only for exceeding the plan, but also for initiative and activity in work, business risk, customer acquisition and self-education. For compliance with each item, a certain percentage is charged. Such workers are rewarded in the traditional way - in cash.
But non-financial rewards gradually introduced in Russian firms are perceived by employees as belonging to the company and as a manifestation of its care. Although the standard set - health insurance, lunch, mobile phone - does not always work as an incentive element, since these small "work gifts" are perceived by employees as perks.
As an example, consider the Cafeteria system developed by one of the Russian companies. Its idea is that after a probationary period, an employee is assigned a certain number of points based on the assessment of the immediate supervisor. If an employee has earned 4 points, then he can choose benefits from the basket - paying for a mobile phone, playing sports, learning English, etc. The point "for length of service" grows every six months. Each job position has its own value - the higher the position, the higher the points. If there are not enough points, you can resort to such an element as a loan. Thanks to the feedback from management to the staff, a benefit in the form of a “vacation” was born.
However, this system has its drawbacks and risks. According to Moscow expert Sergei Ryakovsky, sometimes it is quite difficult to manage such a system, in addition, there is a risk of complicating the procedure for obtaining benefits by members of the team. And if a crack forms in the system, it is difficult to fill it with something. For the sake of benefits, an employee of the company will most likely agree to be a cog in a large mechanism and work for the benefit of the team. Of course, it is possible to abolish moral and material incentives and replace them with purely monetary ones (many companies have returned to this system). But based on the monetary element, it is hardly possible to create a close-knit team of like-minded people.
In one of the advanced Russian companies, a "cafeteria" system has been introduced with the following conditions: for overfulfillment of the plan, the implementation manager, for example, receives a point, and having scored the required number of points - one "benefit".
The list of benefits was made up of those wishes and preferences that were offered by the managers themselves. For getting one point, you have the opportunity to go to the dolphinarium, theater or museum. And 30 points is a tour abroad. This system provides not only the addition of points for overfulfillment of the plan, but subtraction in case of underfulfillment. According to Russian experts, this system is generally transparent. The employee knows in advance how and for what he can get a "benefit". He is ready to increase his activity in order to achieve it. This is exactly what the company needs. There is no envy and no conflicts in the team.
The contract-contractual system of motivation receives its development in the job descriptions of the employee and documents brought to him already during the period of testing and adaptation:
Inner order rules;
Regulations on safety and labor protection;
- regulation on fire safety;
Regulations on the intra-object mode;
Instructions on the protection of confidential information and the information system;
Regulation on access control;
Rules for the use of technical means of protection and signaling;
- rules of conduct in emergency situations;
Regulations on the attitude of the employee to the property and interests of the company;
Regulations on the intra-company "hot line" of communication;
Instructions for ensuring safety in the workplace.
The job description is the most important element of the administrative motivation of the employee.
Regulatory documents that allow administrative and legal motivation personnel:
Regulations on the competitive selection of applicants for filling vacant positions, on the hiring, dismissal of personnel (regulates the procedure for hiring and dismissing, concluding and terminating an employment contract, the procedure for conducting competitive selection and the criteria for this selection);
Personnel development program (directions, procedure for conducting internships, and other possible forms of training);
Regulations on the adaptation of personnel (mentoring, supervision, social and psychological support of personnel during the period of adaptation and rotation);
Regulations on the assessment and certification of personnel;
- Regulations on working with young specialists (conditions for assigning the status of a young specialist, the procedure for conducting an internship, creating a council of young specialists);
Regulations on the formation and preparation of the reserve;
- Regulations on the commission on labor disputes and the procedure for consideration by it of individual labor disputes;
Regulations on working with veterans (structure of the council of veterans, social programs, etc.).
In order to increase the security of the company, reduce the risks of using personnel and reduce the likelihood of internal proceedings with employees, certain relationships between personnel and the company should be regulated by a contractual system. The components of this system:
Contract for financing employee training at the expense of the employer;
- agreement on non-disclosure of confidential information;
The obligation of the employee and the avoidance of conflicts of interest;
- an agreement with the employee on interaction with the administration;
The obligation of the employee to return property, money and documents upon dismissal;
Commitment not to use company resources for personal purposes;
Agreement on limiting part-time employment;
Compensation obligation, etc.
A fresh look at the topic of compensation & benefits (benefits and benefits) - from direct staff motivation to flexible schemes and digital infrastructure.
Moscow, September 20-21, 2018, Holiday Inn Moscow Suschevsky
The topic of employee motivation has been discussed for more than a year. Over the past 10-15 years, many aspects of the field of compensation and benefits have been analyzed in great detail, at the "molecular" level. All information is in books and in open sources.
So why visit a forum where they will discuss the same topics as a year ago?
Instead of making another faceless compensation and benefits project, the InterForum team interviewed professional practitioners (your colleagues) and put together examples of using only the most popular and advanced solutions from various industries.
We will talk about how companies live today in the real world, full of challenges and uncertainty.
С&B+ FORUM 2018 HELD: September 20, 2018
PHOTO OF PARTICIPANTS AND SPEAKERS OF THE FORUM 2018
Key topics of the forum
- Optimization and transformation of motivational schemes. How to adapt to change - quickly?
- Not cumbersome, but simple, but effective. Avoiding KPIs, bonuses and complex schemes;
- Digital and Automation of HR processes in general, and in particular. From words to deeds;
- Emphasis on operational efficiency and a shift in emphasis on short-term goals;
- Review of wages and labor market in Russia 2018. Forecasts 2019;
- Non-standard approaches to non-material motivation. What to do when there are a lot of “wishlists”, a small budget, and even fewer people who could implement it?
And also, a business game, a master class, interactive communication with the participants during the talk-show on September 20
And much more…
WHO SHOULD VISIT THE FORUM?
- HR Director
- Heads of HR department
- Heads of departments Recruitment, Training, Evaluation, Motivation
- Heads of HR departments
- Heads of personnel motivation departments
- C&B professionals
If you or your colleagues would like to join the speakers, you can contact the forum producer.
HeadHunter Research Northwest conducted a federal survey to find out what kind of compensation package employees want and what employers actually provide. More than 3,000 respondents from 82 regions of the country and 25 professional fields took part in the study.
63% of respondents noted that their company provides a compensation package. Most employers that provide a compensation package to their employees most often offer payment for mobile communications (43%), VHI (42%) and organize corporate holidays (38%). Rounding out the top five options most frequently provided by companies are dentistry and meal costs.
In the structure of personnel costs, compensation packages can be significant amounts. It is all the more important to understand how the costs are relevant and really meet the desires of employees. According to the results of the employee survey, we see slightly different priorities for benefits - the top 10 includes not only VHI and mobile communications, but also payment for fitness, meals, training, flexible hours and the opportunity to earn extra days for vacation or work remotely from time to time. Corporate holidays, despite the fact that the time and money spent on organizing them are often quite large, were not included in the top 10 wishes of employees at all. For example, in the field of IT/Telecom, only a third of respondents expressed a desire to include corporate holidays in the compensation package, but every second employer offers them. Respondents noted the largest gap between reality and the wishes of employees in the following options: “payment / compensation for fitness costs” (14% receive such an option in the compensation package, 48% would like to receive), learning a foreign language (14% receive, 43% would like ), VHI for family members, corporate kindergarten, compensation for education costs, rental housing. This confirms the trend that more and more people want to find a balance between work and personal life, as well as the interest of employees in help from the employer to take care of the health of the whole family, tuition compensation and housing. Another curious moment. According to a HeadHunter survey, the majority of specialists would rather choose the benefits that are right for them, rather than receive an already fixed, “boxed” package. This format is more beneficial for the employer as well. allows you to redistribute the budget in a targeted way. For employees who have moved from other regions, the issue of providing a service apartment is more relevant than paying for a fitness club or corporate holidays. For those whose activities are related to communication with people or public speaking, it is important to be able to compensate for the costs of beauty salon services. According to the results of the survey, at the moment only 14% of employers are ready to provide an optional compensation package.
The greatest unity of opinion between employees and employers is observed in the terms after which new employees should be provided with a compensation package. The majority of respondents (54%) consider it right to receive it after passing the trial period, while 44% of survey participants noted that this is exactly what is accepted in their companies.
