netrashetty
Netra Shetty
Human Resource Management of Pizza Hut : Pizza Hut (corporately known as Pizza Hut, Inc.) is an American restaurant chain and international franchise that offers different styles of pizza along with side dishes including pasta, buffalo wings, breadsticks, and garlic bread.
Pizza Hut is a subsidiary of Yum! Brands, Inc. (the world's largest restaurant company[2]) with approximately 34,000 restaurants, delivery/carry-out locations, and kiosks in 100 countries.
DHRM uses national publications that report salary data for various
localities throughout the United States. Additionally, where necessary salary
data may be gathered from other state governments, which also compete in
these marketplaces. This information is used to evaluate requests for
differentials. This information is available to agency human resources
professionals in the DHRM Resource Center.
DHRM will evaluate requests for competitive differentials based on the
documentation provided by the agency. It may be determined that DHRM
needs to conduct a survey to verify the local salary information or determine if
there is a statewide pay issue with the pay band assignment of the Role. This
may involve contacting other agencies in the area with the same or similar
Roles to collect information and data and assess the full impact a differential
would have on these agencies.
Discontinuation of Differentials
When a differential is discontinued, employees in the affected Role will
retain their current salaries and, unless they are at the maximum of the pay
band, will advance in accordance with the Commonwealth’s pay practices.
Employees whose salaries are at or above the pay band maximum will be
frozen until the Role is re-banded or pay band adjustments allow for
additional salary increases.
TYPES OF SUPPLEMENTS
Supplements are non-base pay payments that apply to specific position
under certain circumstances. Supplements are designed to address unique
needs of an agency and oftentimes reflect market practices used for similar
jobs. Supplements are processed as special payments on payroll. They are
5
not entered in PMIS because they are not always a part of the employee’s pay.
The following is a listing of some supplements that are currently in effect:
On-Call: when the employee is required to be available to return to
work when necessary. Compensation is usually provided at the rate of
one (1) hour of pay or compensatory leave for each eight (8) hour shift
served. For non-exempt employees, if the on-call duty is restrictive, the
time is considered work time and must be paid in accordance with the
Fair Labor Standards Act. Additionally, on-call pay must be included in
the non-exempt employee’s regular rate of pay when computing
overtime liability.
Call-Back: when an employee is called back to work during non-work
hours. Call-back pay is provided for a minimum number of hours even
though the employee may actually work less than the minimum time.
Shift supplements: typically used in agencies that operate 24 hours per
day, 7 days per week. Each agency must identify their work shifts that
address their organizational needs. The information below provides
general guidelines on shift hours. In addition, each agency must evaluate
the workweek to include any work performed on the days traditionally
considered a weekend (Saturday and Sunday). Employees working the
second or third shift typically are paid the same supplemental amount.
However, varying amounts may be approved depending on whether
employees are assigned permanent or rotating shifts.
Ø First Shift: Morning hours generally in the range of 8:00 a.m. to 4:00
p.m.
Ø Second Shift: Afternoon hours generally in the range of 4:00 p.m. to
midnight.
Ø Third Shift: Night hours generally in the range of midnight to 8:00
a.m.
Ø Split Shift: A work schedule where the employee works two or more
partial shifts rather than a continuous eight (8) hour shift.
When employees are assigned to permanent second or third shifts,
agencies may include the shift pay in all payments to them by setting up
alternate pay bands, similar to the handling of differentials.
Camp supplement: paid to employees for days spent at summer camp
supervising the activities of mentally disabled children.
6
Medication supplement: paid to employees who have completed the
required training for dispensing medication, but whose Roles typically
do not normally require dispensing medication. The supplement is paid
for those periods when medications are dispensed.
Working Condition supplement: paid to employees who have unusual
risks that exceed the normal work environment for State employees.
Alternate pay bands may be set up where working conditions provide a
continuing basis for higher pay, similar to differentials.
Documentation Required for Agency Determined Supplements:
Agencies need to document the rationale, the amount of the
supplement and the circumstances under which the supplement will be paid
and maintain this documentation in their files.
Uses existing names and telephone number that are already in your files.
Limits the referrals to only the references of top performers that have a track record at your firm and thus you limit the risks you take.
Allows you to further narrow down the reference list (from the original three) by eliminating those references that gave inaccurate reference information on the previous hired candidate.
Requires no training
Provides high quality candidates and hires
Reference referrals are easy to do and they produce great results! Don't be surprised if this cheap, fast and simple recruiting tool becomes your" go to" recruiting tool within a month of trying it.
8.5 Hiring Advice for Small Business
Smaller firms need talent also, but they normally have more limited resources and recruiting expertise than larger firms. If you are a small business owner, here is the way to approach recruiting.
Realize that the firms with the best people win.
Most entrepreneurs spend too little time on people issues, even though they are unlikely to beat the competition without better people. The Bulls basketball team won because of Michael Jordan... it wasn't his shoes! If you are to win the war to attract and retain the best, you must adopt new tools and techniques. For example, stop relying so heavily on want ads that have an extremely high cost and a tendency to attract low-quality applicants (in times of high employment). Instead target the very best talent, which generally are currently employed people that are probably not actively looking for a job at the present time. Assume the best candidates are currently employed "passive" job seekers that you need to "swipe" from other firms. Recruiting other firm's top talent requires different tools both for finding them and in order to convince them to say yes.
Stop relying on coincidence hires.
What are the odds that the very best candidates are available and reading the want ads on the day you begin recruiting? Don't rely on luck; develop continuous recruiting processes that identify the best talent well before you actually need it. Then build relationships with these candidates over time, because it allows you to learn more about them and to assess them without rushing. Don't hire "strangers"!
Recruiting sends them a message about your firm; you have to wow the very best.
You have to make the job exciting and you must continue innovating in recruiting in order to beat other big and small firms in the race for talent. And by the way, top talent differs from the average person. Top people get so many offers that you have to "wow" them with opportunities to grow and learn. They want different things (pay for performance, challenge, control, "open book" management, communication) and they often demand an individualized, continuously updated deal. The best need to be asked, "What would be a better job for you?" and then you have to offer most of what they expect. You also need to coordinate any advertising and PR you do with your recruitment efforts in order to spread the word (i.e. build your employment brand) that your firm is a great place to work.
Pizza Hut is a subsidiary of Yum! Brands, Inc. (the world's largest restaurant company[2]) with approximately 34,000 restaurants, delivery/carry-out locations, and kiosks in 100 countries.
DHRM uses national publications that report salary data for various
localities throughout the United States. Additionally, where necessary salary
data may be gathered from other state governments, which also compete in
these marketplaces. This information is used to evaluate requests for
differentials. This information is available to agency human resources
professionals in the DHRM Resource Center.
DHRM will evaluate requests for competitive differentials based on the
documentation provided by the agency. It may be determined that DHRM
needs to conduct a survey to verify the local salary information or determine if
there is a statewide pay issue with the pay band assignment of the Role. This
may involve contacting other agencies in the area with the same or similar
Roles to collect information and data and assess the full impact a differential
would have on these agencies.
Discontinuation of Differentials
When a differential is discontinued, employees in the affected Role will
retain their current salaries and, unless they are at the maximum of the pay
band, will advance in accordance with the Commonwealth’s pay practices.
Employees whose salaries are at or above the pay band maximum will be
frozen until the Role is re-banded or pay band adjustments allow for
additional salary increases.
TYPES OF SUPPLEMENTS
Supplements are non-base pay payments that apply to specific position
under certain circumstances. Supplements are designed to address unique
needs of an agency and oftentimes reflect market practices used for similar
jobs. Supplements are processed as special payments on payroll. They are
5
not entered in PMIS because they are not always a part of the employee’s pay.
The following is a listing of some supplements that are currently in effect:
On-Call: when the employee is required to be available to return to
work when necessary. Compensation is usually provided at the rate of
one (1) hour of pay or compensatory leave for each eight (8) hour shift
served. For non-exempt employees, if the on-call duty is restrictive, the
time is considered work time and must be paid in accordance with the
Fair Labor Standards Act. Additionally, on-call pay must be included in
the non-exempt employee’s regular rate of pay when computing
overtime liability.
Call-Back: when an employee is called back to work during non-work
hours. Call-back pay is provided for a minimum number of hours even
though the employee may actually work less than the minimum time.
Shift supplements: typically used in agencies that operate 24 hours per
day, 7 days per week. Each agency must identify their work shifts that
address their organizational needs. The information below provides
general guidelines on shift hours. In addition, each agency must evaluate
the workweek to include any work performed on the days traditionally
considered a weekend (Saturday and Sunday). Employees working the
second or third shift typically are paid the same supplemental amount.
However, varying amounts may be approved depending on whether
employees are assigned permanent or rotating shifts.
Ø First Shift: Morning hours generally in the range of 8:00 a.m. to 4:00
p.m.
Ø Second Shift: Afternoon hours generally in the range of 4:00 p.m. to
midnight.
Ø Third Shift: Night hours generally in the range of midnight to 8:00
a.m.
Ø Split Shift: A work schedule where the employee works two or more
partial shifts rather than a continuous eight (8) hour shift.
When employees are assigned to permanent second or third shifts,
agencies may include the shift pay in all payments to them by setting up
alternate pay bands, similar to the handling of differentials.
Camp supplement: paid to employees for days spent at summer camp
supervising the activities of mentally disabled children.
6
Medication supplement: paid to employees who have completed the
required training for dispensing medication, but whose Roles typically
do not normally require dispensing medication. The supplement is paid
for those periods when medications are dispensed.
Working Condition supplement: paid to employees who have unusual
risks that exceed the normal work environment for State employees.
Alternate pay bands may be set up where working conditions provide a
continuing basis for higher pay, similar to differentials.
Documentation Required for Agency Determined Supplements:
Agencies need to document the rationale, the amount of the
supplement and the circumstances under which the supplement will be paid
and maintain this documentation in their files.
Uses existing names and telephone number that are already in your files.
Limits the referrals to only the references of top performers that have a track record at your firm and thus you limit the risks you take.
Allows you to further narrow down the reference list (from the original three) by eliminating those references that gave inaccurate reference information on the previous hired candidate.
Requires no training
Provides high quality candidates and hires
Reference referrals are easy to do and they produce great results! Don't be surprised if this cheap, fast and simple recruiting tool becomes your" go to" recruiting tool within a month of trying it.
8.5 Hiring Advice for Small Business
Smaller firms need talent also, but they normally have more limited resources and recruiting expertise than larger firms. If you are a small business owner, here is the way to approach recruiting.
Realize that the firms with the best people win.
Most entrepreneurs spend too little time on people issues, even though they are unlikely to beat the competition without better people. The Bulls basketball team won because of Michael Jordan... it wasn't his shoes! If you are to win the war to attract and retain the best, you must adopt new tools and techniques. For example, stop relying so heavily on want ads that have an extremely high cost and a tendency to attract low-quality applicants (in times of high employment). Instead target the very best talent, which generally are currently employed people that are probably not actively looking for a job at the present time. Assume the best candidates are currently employed "passive" job seekers that you need to "swipe" from other firms. Recruiting other firm's top talent requires different tools both for finding them and in order to convince them to say yes.
Stop relying on coincidence hires.
What are the odds that the very best candidates are available and reading the want ads on the day you begin recruiting? Don't rely on luck; develop continuous recruiting processes that identify the best talent well before you actually need it. Then build relationships with these candidates over time, because it allows you to learn more about them and to assess them without rushing. Don't hire "strangers"!
Recruiting sends them a message about your firm; you have to wow the very best.
You have to make the job exciting and you must continue innovating in recruiting in order to beat other big and small firms in the race for talent. And by the way, top talent differs from the average person. Top people get so many offers that you have to "wow" them with opportunities to grow and learn. They want different things (pay for performance, challenge, control, "open book" management, communication) and they often demand an individualized, continuously updated deal. The best need to be asked, "What would be a better job for you?" and then you have to offer most of what they expect. You also need to coordinate any advertising and PR you do with your recruitment efforts in order to spread the word (i.e. build your employment brand) that your firm is a great place to work.
Last edited by a moderator: