netrashetty
Netra Shetty
Human Resource Management of Convergys Corp : Convergys Corporation (NYSE: CVG) is a corporation based in Cincinnati, Ohio that provides customer relationship management services, consulting and professional services, billing services, and self-care technology. Most of its clients are companies in the telecommunications, financial services, technology, government, and employee care markets.
The business has nearly 75,000 employees and clients in more than 70 countries, speaking more than 35 languages, from 85 sites across North America, Europe, the Middle East, India and Asia (most notably in the India and the Philippines), the Pacific, and Latin America.
Convergys provides support to companies like General Motors and Comcast.
In order to become successful in achieving its goals and objectives, the management at Autoliv incorporated the organizational values and goals to the HR practices and policies. The result was the creation of strategic HR policies and practices that seek to align the contributions and efforts of the company’s human resources to the achievement of corporate goals. The HR practices and policies that were redesigned and redeveloped were:
1. Performance Management – The performance management model that is being employed at Autoliv is congruent with the company’s objectives of sustainable growth, customer focus, employer of choice, world class manufacturing and social responsibility. These objectives were taken into consideration in measuring performance and employee contributions. Key performance indicators have been implemented for each of the organizational goals. The HR department with the coordination of the top management have defined the skills that are required of the employees in order for them to effectively and efficiently fulfill their job responsibilities.
2. Work Design – The organization also introduced changes in the way work is performed in Autoliv. In order to ensure that company objectives are achieved, the management and the HR team focused on quality, flexibility and customer focus.
3. Recruitment and Selection – The company seeks to attract, retain and motivate its employees. The company has redesigned its recruitment, selection and retention strategies in order to communicate its commitment to permanent workforce. Employee motivation is also given importance.
4. Training and Development – The HR department and the top management makes sure that its training and development initiatives support and deliver the organization’s business and change objectives. Autoliv has recognized that attracting, retaining, developing, and promoting employees with perceived potential to deliver the organization’s goals is critical to its success. Consistent with this approach is the commitment to valuing and developing the skills, knowledge and creative potential of its workforce.
5. Career Development – The company believes that career development and succession planning is important in reinforcing the values and behaviors that it seeks to promote.
6. Reward and Recognition – Rewards management was strategically designed by Autoliv to aid in the reinforcement of desired behaviors and outcomes. Autoliv’s reward strategy is influenced by the organization’s culture, its mission, values, business strategy and the broader human resource strategy.
7. Equal Opportunity and Work-Life Balance – Autoliv is committed to its employees. Part of that commitment is the company’s initiative to promote a balance between the employee’s work and personal (family) life. Autoliv provides equity and access and opportunity for all. These benefit both female and male employees. In its desire to become an employer of choice for women, the company has implemented a suite of reward and work-life balance initiatives as part of its equal employment opportunity, staffing, retention, development and reward strategies.
Remuneration Management
Remuneration implies the pay packet given to any staff member for the work done by them, their efforts and services. Sum total of the remuneration comprises of all the ways of payment and gratuities and incentives that may be both fiscal and non-fiscal, and that are presented to the staff. Two types of remuneration are direct remuneration that basically consists of monetary rewards such as a pay packet or other value add-ons, and indirect remuneration that are non-monetary rewards such as reimbursements or such other services, that although are fiscal in nature, yet cannot be accepted in the form of money. However, these benefits can be traded with money (Dessler 2004). The strategies and policies have to be implemented for a just and balanced reward management system where the rewarding would be fair and consistent without any bias (Armstrong & Murlis 2007).
5.1 Methods of setting pay rates
• Collective agreements (EBAs)
• Individual arrangements (AWAs or common law contracts)
• Awards
5.2 Determining Pay rate
• Salary Surveys - Government and commercial salary surveys can provide useful information
• Job evaluation - Determines ‘worth’ or ‘value’ of job through systematic comparison of one job relative to another
• Grouping jobs into pay grades - After determining the relative worth of each job, jobs are grouped into pay grades. A pay grade is made up on jobs of approximately equal difficulty or importance
• Pricing each pay grade - Pay rates are assigned to each pay grade
Remuneration plans at are built on four principles:
• Salary
• Trust
• Few classifications
• Pay-for-performance (PFP)
has one of the most well balanced remuneration policies in the corporate world today. They have been well established as an employees` company, where good salary packages, insurance and a well structured superannuation program have established it as a fair and balanced organization for its employees. Remuneration comprises of reserve procuring schemes, 401k and adjustable and formative health and wellness schemes. Furthermore, allows its staff member’s rebates on its commodities, along with incentives such as paid vacation schemes, and other education – related alternatives. (See Appendix 2)
Rationale behind `s Compensation Program
• Engage and absorb the coveted class and combination of staff workers.
• Encourage their staff to enhance their efficiency and efforts in a steady manner.
• Strengthen the establishment’s strategic standards and principals and the coveted system of operating within the establishment.
• To be just and unbiased towards its staff members.
• Offer customary and periodic reimbursement and efficiency audits.
The business has nearly 75,000 employees and clients in more than 70 countries, speaking more than 35 languages, from 85 sites across North America, Europe, the Middle East, India and Asia (most notably in the India and the Philippines), the Pacific, and Latin America.
Convergys provides support to companies like General Motors and Comcast.
In order to become successful in achieving its goals and objectives, the management at Autoliv incorporated the organizational values and goals to the HR practices and policies. The result was the creation of strategic HR policies and practices that seek to align the contributions and efforts of the company’s human resources to the achievement of corporate goals. The HR practices and policies that were redesigned and redeveloped were:
1. Performance Management – The performance management model that is being employed at Autoliv is congruent with the company’s objectives of sustainable growth, customer focus, employer of choice, world class manufacturing and social responsibility. These objectives were taken into consideration in measuring performance and employee contributions. Key performance indicators have been implemented for each of the organizational goals. The HR department with the coordination of the top management have defined the skills that are required of the employees in order for them to effectively and efficiently fulfill their job responsibilities.
2. Work Design – The organization also introduced changes in the way work is performed in Autoliv. In order to ensure that company objectives are achieved, the management and the HR team focused on quality, flexibility and customer focus.
3. Recruitment and Selection – The company seeks to attract, retain and motivate its employees. The company has redesigned its recruitment, selection and retention strategies in order to communicate its commitment to permanent workforce. Employee motivation is also given importance.
4. Training and Development – The HR department and the top management makes sure that its training and development initiatives support and deliver the organization’s business and change objectives. Autoliv has recognized that attracting, retaining, developing, and promoting employees with perceived potential to deliver the organization’s goals is critical to its success. Consistent with this approach is the commitment to valuing and developing the skills, knowledge and creative potential of its workforce.
5. Career Development – The company believes that career development and succession planning is important in reinforcing the values and behaviors that it seeks to promote.
6. Reward and Recognition – Rewards management was strategically designed by Autoliv to aid in the reinforcement of desired behaviors and outcomes. Autoliv’s reward strategy is influenced by the organization’s culture, its mission, values, business strategy and the broader human resource strategy.
7. Equal Opportunity and Work-Life Balance – Autoliv is committed to its employees. Part of that commitment is the company’s initiative to promote a balance between the employee’s work and personal (family) life. Autoliv provides equity and access and opportunity for all. These benefit both female and male employees. In its desire to become an employer of choice for women, the company has implemented a suite of reward and work-life balance initiatives as part of its equal employment opportunity, staffing, retention, development and reward strategies.
Remuneration Management
Remuneration implies the pay packet given to any staff member for the work done by them, their efforts and services. Sum total of the remuneration comprises of all the ways of payment and gratuities and incentives that may be both fiscal and non-fiscal, and that are presented to the staff. Two types of remuneration are direct remuneration that basically consists of monetary rewards such as a pay packet or other value add-ons, and indirect remuneration that are non-monetary rewards such as reimbursements or such other services, that although are fiscal in nature, yet cannot be accepted in the form of money. However, these benefits can be traded with money (Dessler 2004). The strategies and policies have to be implemented for a just and balanced reward management system where the rewarding would be fair and consistent without any bias (Armstrong & Murlis 2007).
5.1 Methods of setting pay rates
• Collective agreements (EBAs)
• Individual arrangements (AWAs or common law contracts)
• Awards
5.2 Determining Pay rate
• Salary Surveys - Government and commercial salary surveys can provide useful information
• Job evaluation - Determines ‘worth’ or ‘value’ of job through systematic comparison of one job relative to another
• Grouping jobs into pay grades - After determining the relative worth of each job, jobs are grouped into pay grades. A pay grade is made up on jobs of approximately equal difficulty or importance
• Pricing each pay grade - Pay rates are assigned to each pay grade
Remuneration plans at are built on four principles:
• Salary
• Trust
• Few classifications
• Pay-for-performance (PFP)
has one of the most well balanced remuneration policies in the corporate world today. They have been well established as an employees` company, where good salary packages, insurance and a well structured superannuation program have established it as a fair and balanced organization for its employees. Remuneration comprises of reserve procuring schemes, 401k and adjustable and formative health and wellness schemes. Furthermore, allows its staff member’s rebates on its commodities, along with incentives such as paid vacation schemes, and other education – related alternatives. (See Appendix 2)
Rationale behind `s Compensation Program
• Engage and absorb the coveted class and combination of staff workers.
• Encourage their staff to enhance their efficiency and efforts in a steady manner.
• Strengthen the establishment’s strategic standards and principals and the coveted system of operating within the establishment.
• To be just and unbiased towards its staff members.
• Offer customary and periodic reimbursement and efficiency audits.
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