netrashetty
Netra Shetty
Pinnacle Systems, Inc. is a California-based American manufacturer of digital video hardware and software for the consumer and broadcast markets. The company was founded in 1986 by Ajay Chopra, Mirek Jiricka and Randall Moore.
The company completed its IPO (NASDAQ: PCLE) in November 1994. In 1997 Pinnacle purchased Miro Computer Systems GmbH and in 2001 the video editing business of FAST MultiMedia AG. In 2002 Pinnacle purchased VOB Computersysteme GmbH. In 2003 Pinnacle purchased Steinberg, only to sell it off to Yamaha in 2004. Pinnacle was subsequently acquired by American company Avid Technology in August 2005.
• MARKET AVAILABILITY: The relative availability of suitable, qualified
employees in the general labor market, which is subject to the effects of
supply and demand. Consideration should be given to the agency’s
tolerance for variation in the applicant pool and its willingness to accept
applicants with fewer qualifications in times of high market demand.
• SALARY REFERENCE DATA: A composite of relevant salary
information (e.g. average salary range, median salary, weighted average
salary, etc.) extracted from available surveys that indicate market pricing for
various jobs in the Commonwealth.
• TOTAL COMPENSATION: This includes all forms of cash
compensation (e.g. base pay, shift differentials, overtime, on-call pay,
bonuses, commissions, etc.) and the dollar value of the employer-sponsored
benefit package (e.g. health and dental insurance, long and short term
disability, paid leave, retirement, life insurance). NOTE: The greatest
impact of total compensation will be on starting pay and competitive offers.
Financial Factors
• BUDGET IMPLICATIONS: The short and long term financial
consequences of pay decisions and how salary dollars are managed by an
agency.
• LONG TERM IMPACT: The strategic and financial effect of anticipated
future salary costs, staffing changes, salary alignment among employees,
career growth and salary reference data changes.
TYPES OF PAY PRACTICES
The pay practices (with the exception of Starting Pay) in the
Compensation Management System can be broken down into two broad
categories – employee-initiated or management-initiated.
Starting Pay
The objective of establishing a flexible Starting Pay practice is to attract
highly skilled and competent job candidates to the Commonwealth’s
workforce. Starting Pay decisions remain the responsibility of the individual
agencies and affect new employees and employees who are rehired by the
Commonwealth.
The Starting Pay practice is competitive, negotiable, and the candidate
may be offered a salary ranging from the minimum of the pay band or alternate
band to an increase ranging from 0% to 15% above their current salary. There
are situations where the negotiated salary is less than the candidate’s current or
most recent salary (e.g. geographic salary differences, different competencies
for the new position, internal alignment, etc.). Salary offers must be at or
above the minimum of the pay band and can not exceed the maximum of the
pay band. Offers may exceed 15% of the candidate’s current salary; however,
the agency must document that the appropriate pay factors were considered,
and that negotiations with the candidate transpired to ensure the minimum
sufficient salary was offered in order to secure job acceptance. Agency heads,
or their designees, have the authority to approve Starting Pay above 15%.
In determining Starting Pay for candidates, it is important to emphasize
that agencies should use the range of salary options flexibly, rather than relying
on a flat percentage for all or the majority of Starting Pay determinations.
When making Starting Pay determinations, the agency should consider all of
the appropriate pay factors.
Human Resources Leadership Development Program (HRLDP) Overview
The Johnson & Johnson Human Resources Leadership Development Program is a two-year rotational program that provides recent master’s-level graduates in human resources or related disciplines, such as benefits, compensation, recruiting, or training and development, the opportunity to accelerate their career growth.
The program features two distinct components:
Rotational assignments: Challenging and dynamic on-the-job experiences immerse participants in a variety of work environments where they work side-by-side with senior human resources leaders to implement critical strategies that can impact the future of each organization.
Training: In-depth classroom and online instruction helps develop the skills and knowledge required for leadership in the Johnson & Johnson Family of Companies. Participants study a wide range of topics from our Global Leadership Profile to HR-specific areas such as succession planning and performance management. Formal training is supplemented by coaching and mentoring.
Through this broad base of experiences, HRLDP participants can gain the skills, knowledge and perspective required to take part in the next generation of human resources leadership within the Johnson & Johnson Family of Companies.
Big-company Resources
( Facilitating your development )
To supplement the on-the-job development provided by many small-company environments, we provide extensive, globally accessible training and development resources across our Family of Companies. You and your manager can draw on these resources to prepare your personal development plan. Offerings are extensive and span individual development, team development, organization development and leadership development.
The company completed its IPO (NASDAQ: PCLE) in November 1994. In 1997 Pinnacle purchased Miro Computer Systems GmbH and in 2001 the video editing business of FAST MultiMedia AG. In 2002 Pinnacle purchased VOB Computersysteme GmbH. In 2003 Pinnacle purchased Steinberg, only to sell it off to Yamaha in 2004. Pinnacle was subsequently acquired by American company Avid Technology in August 2005.
• MARKET AVAILABILITY: The relative availability of suitable, qualified
employees in the general labor market, which is subject to the effects of
supply and demand. Consideration should be given to the agency’s
tolerance for variation in the applicant pool and its willingness to accept
applicants with fewer qualifications in times of high market demand.
• SALARY REFERENCE DATA: A composite of relevant salary
information (e.g. average salary range, median salary, weighted average
salary, etc.) extracted from available surveys that indicate market pricing for
various jobs in the Commonwealth.
• TOTAL COMPENSATION: This includes all forms of cash
compensation (e.g. base pay, shift differentials, overtime, on-call pay,
bonuses, commissions, etc.) and the dollar value of the employer-sponsored
benefit package (e.g. health and dental insurance, long and short term
disability, paid leave, retirement, life insurance). NOTE: The greatest
impact of total compensation will be on starting pay and competitive offers.
Financial Factors
• BUDGET IMPLICATIONS: The short and long term financial
consequences of pay decisions and how salary dollars are managed by an
agency.
• LONG TERM IMPACT: The strategic and financial effect of anticipated
future salary costs, staffing changes, salary alignment among employees,
career growth and salary reference data changes.
TYPES OF PAY PRACTICES
The pay practices (with the exception of Starting Pay) in the
Compensation Management System can be broken down into two broad
categories – employee-initiated or management-initiated.
Starting Pay
The objective of establishing a flexible Starting Pay practice is to attract
highly skilled and competent job candidates to the Commonwealth’s
workforce. Starting Pay decisions remain the responsibility of the individual
agencies and affect new employees and employees who are rehired by the
Commonwealth.
The Starting Pay practice is competitive, negotiable, and the candidate
may be offered a salary ranging from the minimum of the pay band or alternate
band to an increase ranging from 0% to 15% above their current salary. There
are situations where the negotiated salary is less than the candidate’s current or
most recent salary (e.g. geographic salary differences, different competencies
for the new position, internal alignment, etc.). Salary offers must be at or
above the minimum of the pay band and can not exceed the maximum of the
pay band. Offers may exceed 15% of the candidate’s current salary; however,
the agency must document that the appropriate pay factors were considered,
and that negotiations with the candidate transpired to ensure the minimum
sufficient salary was offered in order to secure job acceptance. Agency heads,
or their designees, have the authority to approve Starting Pay above 15%.
In determining Starting Pay for candidates, it is important to emphasize
that agencies should use the range of salary options flexibly, rather than relying
on a flat percentage for all or the majority of Starting Pay determinations.
When making Starting Pay determinations, the agency should consider all of
the appropriate pay factors.
Human Resources Leadership Development Program (HRLDP) Overview
The Johnson & Johnson Human Resources Leadership Development Program is a two-year rotational program that provides recent master’s-level graduates in human resources or related disciplines, such as benefits, compensation, recruiting, or training and development, the opportunity to accelerate their career growth.
The program features two distinct components:
Rotational assignments: Challenging and dynamic on-the-job experiences immerse participants in a variety of work environments where they work side-by-side with senior human resources leaders to implement critical strategies that can impact the future of each organization.
Training: In-depth classroom and online instruction helps develop the skills and knowledge required for leadership in the Johnson & Johnson Family of Companies. Participants study a wide range of topics from our Global Leadership Profile to HR-specific areas such as succession planning and performance management. Formal training is supplemented by coaching and mentoring.
Through this broad base of experiences, HRLDP participants can gain the skills, knowledge and perspective required to take part in the next generation of human resources leadership within the Johnson & Johnson Family of Companies.
Big-company Resources
( Facilitating your development )
To supplement the on-the-job development provided by many small-company environments, we provide extensive, globally accessible training and development resources across our Family of Companies. You and your manager can draw on these resources to prepare your personal development plan. Offerings are extensive and span individual development, team development, organization development and leadership development.