【正文】 s and pensating employees to ensure that the anization attracts, retains and motivates employees to acplish anizational objectives. 1. Does the anization have a policy clearly stating its position on employee pensation? Is this policy linked to the anization’s management philosophy on pensating employees, and does it reinforce the values of the anization? Is the anization’s pensation philosophy clearly municated to all employees? Is it clearly supported and monitored by management? 2. Does the pensation policy contain procedures to guide managers on how to implement the pensation system? 3. Is there one position within the anization accountable for overseeing and coordinating all pensationrelated activities (job evaluation, job classifications, job descriptions, salary administration, performance appraisal and pliance with all governmental pay regulations, including FSLA, ADA, pensable time and EEO regulations)? 4. Is there a process for keeping the anization aware of pensation paid for parable job functions in the region? Compensation paid to parable exempt job functions nationwide? Compensation paid to parable exempt job functions industrywide? How frequently are there market studies performed? 5. Is your pay plan in agreement with the pensation philosophy of the anization? Are pay ranges wide enough so as not to force vertical pay growth? Are pay ranges wide enough and procedures available to reward additional knowledge, skills, abilities and responsibilities and encourage lateral career growth? Do the intervals between ranges clearly define the differences in positions assigned to those pay ranges? Are pay differences great enough to ensure that a subordinate is not paid more than his or her supervisor, including overtime payments? 6. Are all jobs classified using a consistent job analysis? 7. Are all job classifications reviewed for gender and minority equity? Are all parable jobs reviewed for possible evidence of uneven treatment for females or minorities? 8. Does your anization have an employee performance appraisal system? Does the performance appraisal establish clear objectives, expectations and performance measurement criteria linked to that specific job? Does the performance appraisal provide objective, interactive and meaningful feedback on performance? Do performance objectives clearly support departmental and anizational objectives? Are these objectives and measurement criteria discussed with the individual being appraised? Do the employees have clear and direct control over the oute of their appraisals? Do performance appraisals reflect an employee’s positive behavior, as well as results? Do performance appraisals include a written plan to improve employees’ knowledge and skills? Are pay plans linked to rewards for measured performance? Is the performance rating/pay adjustment reviewed by someone in a position higher than that of the rater before discussion with the employee and implementation? 9. Does your anization have a payforperformance (meritbased) system? Does it work as intended, or is it a tool for pensation adjustment? Does an outstanding performance merit an outstanding reward? 10. Are pensation increases budgeted throughout the anization and are guidelines for distribution clearly municated? Are ranges and limits clearly defined (., pay increments linked to performance measures)? Is distribution of pensation among departments reviewed by management for consistency and equity before awarding increases? 11. Are other performance pensation awards (results sharing) appropriate and in place? Profitsharing awards based on anizationwide profitability. Special recognition awards, ., bonuses for meeting a bination of results criteria, including department contribution performance, major productivity increases, sales and profit increases, and cost savings. Group or team productivity based on team performance and distributed by team members. Gainsharing awards based on local performance. A special payforknowledge system, ., payment for increased development of employee knowledge, skills, abilities and/or responsibility (allowing a broader job design without changing assignments). 15. Does your anization have the capacity for a pensation strategy to attract, retain and motivate employees? 16. Are pensation administration costs included in the budget? 17. On a scale of one to seven (seven being highest and four being adequate), how do you think the Human Resources department would rate the effectiveness of the pensation system? 18. On the same onetoseven scale, how do you think your internal clients (other departments and employees) would rate the effectiveness of the pensation system? Explanation of Compensation Questionnaire It is important for the anization to distribute a clear policy statement on its pensation philosophy to its employees. Guidelines are important to ensure consistency and equity in the reward systems. Compensation is probably the most objective aspect of HR management. You should be aware of this when scoring questions one through seven. Compensation methods can help motivate the fulfillment of anizational objectives. For this reason, pensation experts receive higher pay than other HR professionals. Major consulting firms specialize in this area because pensation affects the anization’s bottom line. If pensation alone drove performance, panies with big payrolls would always be the most profitable, but that isn’t the case. In fact, eliminating higher paid positions is the trend. Compensation programs should motivate and reward people for acplishing anizational objectives. Companies need to find new ways to