netrashetty
Netra Shetty
Pantone Inc. is a corporation headquartered in Carlstadt, New Jersey, USA.[1] The company is best known for its Pantone Matching System (PMS), a proprietary color space used in a variety of industries, primarily printing, though sometimes in the manufacture of colored paint, fabric, and plastics.
In October 2007, X-Rite Inc, a supplier of color measurement instruments and software, purchased Pantone Inc for $180 million.[2]
Competitive Differentials
A Competitive Differential is an extension to the maximum salary in
an existing pay band and is used for select jobs based on local market
conditions. Competitive Differentials are approved by the Department of
Human Resource Management (DHRM) and entered into PMIS. Competitive
Differentials may apply to specific positions, Roles, Standard Occupational
Classifications (SOC Codes), locations, and/or pay areas within any agency.
Competitive Differentials allow agencies to pay higher salaries where
justified by local market conditions. They are typically applied as a percentage
increase to the pay band minimum and maximum. For example, if a 10%
differential were applied to selected positions in Band 4, the Competitive
Differential for those positions would be from ($25,881 * 1.1 =) $28,469 to
($53,116 * 1.1 =) $58,428. Employees receive the differential in their base pay
as long as they meet eligibility criteria to receive it.
• Northern Virginia Differentials
Northern Virginia Differentials vary from 9% to 30% based on
market data. They are applied in much the same way as Competitive
Differentials. However, they are not agency specific. Rather, they are
available to all agencies with positions in northern Virginia. For this reason,
separate pay band ranges are maintained on PMIS for the northern Virginia
(FP) pay area.
6
Sub-Bands
A Sub-Band is an identified segment of an existing pay band with a
specified minimum and maximum salary within that pay band. In some
situations agencies may want to establish Sub-Bands to manage employees’
salaries within their pay bands. Sub-Bands are not intended for application to
most employees. Law enforcement ranks are an example of where using Sub-
Bands may be appropriate. Sub-Bands are entered into PMIS as a
Competitive Differential by the agency using them. They may be of any
width so long as they fall within the limits of the assigned pay band.
.
STATE PAY PLAN
The State Pay Plan is an annual DHRM publication that includes the
following items:
• a current State Salary Structure;
• a schematic list of Career Groups and Roles by Occupational Family;
and
• an alphabetical list of Career Groups and Roles
Schematic List
The schematic list displays the Occupational Families, Career
Groups and Roles numerically by a five-digit identification code. The first
two digits identify the Occupational Family; the first four digits identify
the Career Group; and the entire five-digit number identifies the specific
Role.
Alphabetical List
The alphabetical list displays all Career Groups and their respective
Roles and includes the pay bands, NOVA differentials, EEO Categories
and overtime status. This document is an easy reference tool when
researching Role information.
A recruiter must ensure this as well that the availability of the labor he is looking should be the most relevant to the field in which he requires candidates. Most of the organization just compromise in this regard that whatever the education or experience a candidate have, they just select him due to some special references or salary compromise by candidate.
In our country and other developing countries, these cases are very common. Its not with the whole picture but the exceptions are always present at every stage. Small scale businesses and to some extent middle scale also does this for just to save some money on the cost of company image, productivity and the efficiency. It should not be there in real means, we must ensure the right man for right job , not the wrong choice for right place.
5.6 The sources…
The sources of recruitment became very advanced due to the technological emergence in our businesses. The sourcing for candidates has been significantly enhanced with the use of the internet. Organizations like recruiters online network are able to advertise job openings and reach many more individuals than was thought possible. And an online recruiting effort can reach more potential job candidates at a lower cost. Moreover, Internet is rewriting all the rules. Jobs at all levels can be advertised on the internet, and access to literally millions of people is possible.
There are certain sources of recruiting that might be effective for a recruiter.
The Internal search can occur through current employees, who have either bid for a job, been identified through the organizations human resource management system, or even been referred by a fellow employee. The employee referrals are another type of internal search that is like the current employee referring to his known person or unknown but with some know how recommends him for some vacancy. The external searches may include the advertisement in news paper, internet and other source of information that interacts with external environment of the company. It may include the ads in universities, employment agencies and a blind box ad.
5.7 Recruiting & technology
Recruiters have typically been slow to adopt technology. Probably less than 30% of all organizations use applicant tracking systems, although they were the first of the tools available more than a decade ago. Though most large companies have put them in place, in many cases they have done so to deal with the administrative recordkeeping that is required by Federal law.
Job boards are the next most commonly used form of technology. Perhaps because they are cheaper and easier to understand than applicant tracking system, even more organizations are using them. Recruiting websites are also common now, but most organizations have implemented very simple ones that do not use much technology.
Candidate or talent relationship management software, workforce and succession planning tools, screening and assessment software, and communication tools such as instant messaging (IM) are used by only a handful of the leading companies.
Most organizations recruit essentially the same way they did 30 years ago. The only obvious difference between recruiting today and then is the increased use of job boards and email and the decreased use of newspaper advertisements and paper resumes.
Organizations have successfully lowered the cost of corporate banking by using the Internet more effectively. They have decreased the cost of computing, the cost of accounting and bookkeeping, and the cost of janitorial services. But the cost of recruiting is the same, and in some organizations, higher than it was just a few years ago.
In October 2007, X-Rite Inc, a supplier of color measurement instruments and software, purchased Pantone Inc for $180 million.[2]
Competitive Differentials
A Competitive Differential is an extension to the maximum salary in
an existing pay band and is used for select jobs based on local market
conditions. Competitive Differentials are approved by the Department of
Human Resource Management (DHRM) and entered into PMIS. Competitive
Differentials may apply to specific positions, Roles, Standard Occupational
Classifications (SOC Codes), locations, and/or pay areas within any agency.
Competitive Differentials allow agencies to pay higher salaries where
justified by local market conditions. They are typically applied as a percentage
increase to the pay band minimum and maximum. For example, if a 10%
differential were applied to selected positions in Band 4, the Competitive
Differential for those positions would be from ($25,881 * 1.1 =) $28,469 to
($53,116 * 1.1 =) $58,428. Employees receive the differential in their base pay
as long as they meet eligibility criteria to receive it.
• Northern Virginia Differentials
Northern Virginia Differentials vary from 9% to 30% based on
market data. They are applied in much the same way as Competitive
Differentials. However, they are not agency specific. Rather, they are
available to all agencies with positions in northern Virginia. For this reason,
separate pay band ranges are maintained on PMIS for the northern Virginia
(FP) pay area.
6
Sub-Bands
A Sub-Band is an identified segment of an existing pay band with a
specified minimum and maximum salary within that pay band. In some
situations agencies may want to establish Sub-Bands to manage employees’
salaries within their pay bands. Sub-Bands are not intended for application to
most employees. Law enforcement ranks are an example of where using Sub-
Bands may be appropriate. Sub-Bands are entered into PMIS as a
Competitive Differential by the agency using them. They may be of any
width so long as they fall within the limits of the assigned pay band.
.
STATE PAY PLAN
The State Pay Plan is an annual DHRM publication that includes the
following items:
• a current State Salary Structure;
• a schematic list of Career Groups and Roles by Occupational Family;
and
• an alphabetical list of Career Groups and Roles
Schematic List
The schematic list displays the Occupational Families, Career
Groups and Roles numerically by a five-digit identification code. The first
two digits identify the Occupational Family; the first four digits identify
the Career Group; and the entire five-digit number identifies the specific
Role.
Alphabetical List
The alphabetical list displays all Career Groups and their respective
Roles and includes the pay bands, NOVA differentials, EEO Categories
and overtime status. This document is an easy reference tool when
researching Role information.
A recruiter must ensure this as well that the availability of the labor he is looking should be the most relevant to the field in which he requires candidates. Most of the organization just compromise in this regard that whatever the education or experience a candidate have, they just select him due to some special references or salary compromise by candidate.
In our country and other developing countries, these cases are very common. Its not with the whole picture but the exceptions are always present at every stage. Small scale businesses and to some extent middle scale also does this for just to save some money on the cost of company image, productivity and the efficiency. It should not be there in real means, we must ensure the right man for right job , not the wrong choice for right place.
5.6 The sources…
The sources of recruitment became very advanced due to the technological emergence in our businesses. The sourcing for candidates has been significantly enhanced with the use of the internet. Organizations like recruiters online network are able to advertise job openings and reach many more individuals than was thought possible. And an online recruiting effort can reach more potential job candidates at a lower cost. Moreover, Internet is rewriting all the rules. Jobs at all levels can be advertised on the internet, and access to literally millions of people is possible.
There are certain sources of recruiting that might be effective for a recruiter.
The Internal search can occur through current employees, who have either bid for a job, been identified through the organizations human resource management system, or even been referred by a fellow employee. The employee referrals are another type of internal search that is like the current employee referring to his known person or unknown but with some know how recommends him for some vacancy. The external searches may include the advertisement in news paper, internet and other source of information that interacts with external environment of the company. It may include the ads in universities, employment agencies and a blind box ad.
5.7 Recruiting & technology
Recruiters have typically been slow to adopt technology. Probably less than 30% of all organizations use applicant tracking systems, although they were the first of the tools available more than a decade ago. Though most large companies have put them in place, in many cases they have done so to deal with the administrative recordkeeping that is required by Federal law.
Job boards are the next most commonly used form of technology. Perhaps because they are cheaper and easier to understand than applicant tracking system, even more organizations are using them. Recruiting websites are also common now, but most organizations have implemented very simple ones that do not use much technology.
Candidate or talent relationship management software, workforce and succession planning tools, screening and assessment software, and communication tools such as instant messaging (IM) are used by only a handful of the leading companies.
Most organizations recruit essentially the same way they did 30 years ago. The only obvious difference between recruiting today and then is the increased use of job boards and email and the decreased use of newspaper advertisements and paper resumes.
Organizations have successfully lowered the cost of corporate banking by using the Internet more effectively. They have decreased the cost of computing, the cost of accounting and bookkeeping, and the cost of janitorial services. But the cost of recruiting is the same, and in some organizations, higher than it was just a few years ago.
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