Human Resources Compensations and Benefits

Explanation of the link between compensation recruitment and selection

In human resource, compensation is a process that occurs when a firm gives its staff payments to cover up for damage incurred while serving the firm or organization. These returns are made in fiscal forms or reducing the time frame for working. When serving a firm, a worker is exposed to sudden risks that affect their ability to work properly and may also change their social life. It is the right of the employee to demand compensation and the company’s duty to ensure that the worker is restored to the initial state before the damage occurred.

Recruitment is defined as the process of increasing human labor in a firm or business by addition of more workers. It occurs due to resignation, retirement or dismissal of workers that results to vacant positions in the firm and can arise also as a result of growth of a firm leading to the need for more workers.

Selection is the process of identifying people to fill the vacant positions in a firm and is guided by specific laid down rules or laws. The selection criteria ensure that among the many entrants, few are picked for the interview while the best applicant in terms of education, skill and conduct is chosen for the job.

When a vacant post arises in a firm the best person is selected through an interview process and hired by the company. After being part of staff, the person is eligible to all the firm’s benefits including risk reparation that the firm offers. Anyone who is not a direct member of a firm including the family of the worker is not entitled to the benefit but the employee only.

Performance appraisal system plan for fifteen employees

Performance appraisal should be viewed as a convenient way of seeking the best means to fully access the skills, expertise and talents of employees and rewarding them accordingly. It should be viewed as a positive step towards making workers commit their abilities to maximize their potentials of production while getting a direct proportion to their out put. For a team of fifteen employees the best performance appraisal plan is ‘The Integrated Staffing Model’. This plan aims at analyzing and evaluating workers’ performance with regard to job demands and the training of staff for improved service delivery since performance appraisal and workers growth is attached.

The model is motivational in nature as it involves paying the workers directly proportional to their obligation, influences and output during service delivery. This leads to increase in staff self esteem as members realize that their efforts are being recognized. This model helps staff members to develop self awareness among them and recognize development activities that are worthy.Totality and generality which are vital in any performance appraisal are put to thought in this model as the junior staff gains new understanding of their seniors. This in turn creates and sustains useful relations among the parties involved in the appraisals.

The integrated staffing model is clear in determining the duties of every staff member as their roles and responsibilities are clearly outlined. Conflicts in roles and duties assigned become less frequent as administrative goals are enthusiastically acknowledged. Lastly, this model ensures that there is absolute fairness and credibility in distribution of rewards since the appraisals are made with regard to the employees’ performance records, commitment to work and relation with others.

The factors to consider in the process of adopting an incentive pay program

Change management related to subcontracting does not usually comprise exceptional complications as the human resource section is by some means distant from the administrative duties. Ordinarily this kind of alteration originates from the necessity for some other changes that have occurred in the business.

Risks like what the business incurs if the supplier stops delivering their services should be considered. This is avoided by ensuring the suppliers are trusted. The risk may also occur as a result of the errors made by the supplier’s inability to deliver their services in this case outsourcing gives more assurances than internal operations.

Offers and bids that the public offers to the business come with different packages and quality should never be compromised for cheap offers and other attractive packages. There should be a professional mechanism of determining which offer best suits the needs of the company and should outline the procedure for arriving at any offers extended to them without any bias that may turn costly.

Operation viability is the most important issue to address when thinking of a viable outsourcing method for any organization in terms of cost limitations and maximization of roles of staff. The outsourced factors are mostly “administrative” and do not necessarily add value to the company. The first evaluation a business should undertake is to detail all issues, events and identifying the key points.

Costs incurred while the business outsources are also experienced in the process and must be evaluated and supplemented to the supplier’s tender value. The first amount usually used as a reference is the provider’s offer value but businesses should be cognizant that this external value is not the complete price of outsourcing.