The HR Diary

The HR Diary, the HR blog to get updates on the latest Global HR trends,
Global Employment/Tax laws/practices, HR books & Training recommendations.

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Reviewing Employee Benefits using the MPEP model: Step-By-Step

Posted by thehrdiary on August 26, 2018 at 8:25 AM Comments comments (0)
HR managers typically encounter these problems when reviewing employee benefits: 1) Difficulty explaining why company cannot give employees cash allowances instead of benefits. 2) Difficulty convincing the CEO to increase employee benefits. 3) Difficulty getting Union buy-in to reduce employee benefits. 4) Difficulty developing a benefits strategy that aligns with business strategy. Amazon's ebook, "Reviewing Employee Benefits using the MPEP model", addresses these issues as it helps HR managers to analyze and recommend employee benefits changes from the perspectives of Market-Position, Employee-Preference, and Benefits-cost. The MPEP model is comprehensive and yet flexible. Companies can choose to use all or parts of the MPEP model.

Designing Global Sales Incentive Plans

Posted by thehrdiary on August 26, 2018 at 8:20 AM Comments comments (0)
Your company has hundreds of patchwork sales incentive plans developed by various business units after decades of mergers & acquisitions. Sales incentive plans for B2C sales is not effective to drive B2B sales, and frequently individual sales quotas are not set properly. As the Global Rewards Director, you are assigned by your CEO to reduce the number of sales incentive plans and align it to corporate strategy. Do you know what to do? The key to designing an effective global sales-compensation framework is to identify performance measures and design principles that can apply globally and yet provide some flexibility for business unit or local customization. This book teaches you a 9 step, 3D6P approach to design effective global sales incentive plans (Diagnose the root cause of poor sales, Determine change management strategy, Determine eligibility, Pay strategy, Performance measures, Plan mechanics, Payout scenario, Plan documentation & communication, Plan effectiveness). The concepts and examples in this book, works for all companies of all sizes, in all industries.

Designing Salary Structures: Step-By-Step

Posted by thehrdiary on August 26, 2018 at 8:20 AM Comments comments (0)
Your CEO returned from a management retreat with a new strategic business plan that will revitalize the company and lead it into lucrative new markets. As the Director of Compensation and Benefits, you are charged with translating the strategic business plan into a pay strategy that supports the company's vision and business strategy. Do you know what to do? To design the Salary structures that drive business results and performance, you need to know which positions are ???hot skills???, which positions are difficult-to-hire, which positions have high attrition rate, and which functions are strategic functions. Each of these has implications for designing a salary structure that drives business results and performance. Salary structures provide guidelines for making pay related decisions within an organization, bridging the gap between where you are today and where you want to be tomorrow (target pay positioning). This book shows you in six simplified steps, how to design strategic salary structures: 1) Establish your pay positioning. 2) Establish job worth hierarchy. 3) Develop job grades. 4) Develop pay range. 5) Calculate structural parameters (pay range, min, max). 6) ???Slot??? your employees and tweak your salary structure

Organization Design: Reorganize Your Department or Company To Improve Performance: Step-By-Step

Posted by thehrdiary on August 26, 2018 at 8:15 AM Comments comments (0)
Organizations must be able to adapt their structures to capture new markets and expand existing ones. The design that works during start-up is different from what works during growth, maturity, and decline. However, when Companies are not structured properly, business opportunities fizzle due to lack of attention, and turf wars stifle teamwork because of unclear responsibilities. Often Performance issues are a Structural issue rather than a Person issue. A company can have great people, great leadership and still not perform well because of poor organizational design. Organization design is more than moving the boxes. It is about how to configure your Department or Company structure to improve performance, and can be applied by Department managers at all levels. Organization Design work sometimes encompasses redesign of an entire company, but mostly the focus is at departmental level. This book highlights the warning signs when organization design is needed, and provides a simple four-step framework to guide managers how to design effective Departments and Organizations: Step 1 - Define Criteria Step 2 - Diagnose Issues Step 3 - Design Structure Step 4 - Deliver Structure

Book Reveiws:- The First 90 Days- Critical Success Strategies for New Leaders at All Levels

Posted by thehrdiary on August 7, 2012 at 9:45 PM Comments comments (0)

The First 90 Days: Critical Success Strategies for New Leaders at All Levels - by Michael Watkins


- The book outlines ten strategies that will shorten the time it takes you to reach what Watkins calls the breakeven point. Here they are ... the ten strategies:

1. PROMOTE YOURSELF. Make a mental break from your old job. Don't assume that what has made you successful so far will continue to do so.

2. ACCELERATE YOUR LEARNING. Climb the learning curve as fast as you can in your new organization. Understand markets, products, technologies, systems, and structures, as well as its culture and politics. You have to be systematic and focused about deciding what you need to learn.

3. MATCH STRATEGY TO SITUATION. There are no universal rules for success in transitions. You need to diagnose the business situation accurately and clarify its challenges and opportunities. "STaRS" concept is excellent. Start-ups, Turnarounds, Realignments and Sustaining success are all different scenarios that you might be thrown into, and the environment you join directly affects what you need to do.

4. SECURE EARLY WINS. Early victories build your credibility and create momentum. They create virtuous cycles that leverage organizational energy. In the first few weeks, you need to identify opportunities to build personal credibility. In the first 90 days, you need to identify ways to create value and improve business results.

5. NEGOTIATE SUCCESS. You need to figure out how to build a productive working relationship with your new boss and manage his or her expectations. This means having a series of critical talks about the situation, expectations, style, resources, and your personal development.

6. ACHIEVE ALIGNMENT. The higher you rise in an organization, the more you have to play the role of organizational architect. This means figuring out whether the organization's strategy is sound, bringing its structure into alignment with its strategy, and developing the systems and skills bases necessary to realize strategic intent.

7. BUILD YOUR TEAM. If you are inheriting a team, you will need to evaluate its members. Perhaps you need to restructure it to better meet demands of the situation.

8. CREATE COALITIONS. Your success will depend on your ability to influence people outside your direct line of control. Supportive alliances, both internal and external, will be necessary to achieve your goals.

9. KEEP YOUR BALANCE. The risks of losing perspective, getting isolated, and making bad calls are ever present during transitions. The right advice-and-counsel network is an indispensable resource

10. EXPEDITE EVERYONE. Finally, you need to help everyone else - direct reports, bosses, and peers - accelerate their own transitions. The quicker you can get your new direct reports up to speed, the more you will help your own performance.


-Would not serve as a handy reference... better chapter summaries and a stronger introduction with time lines and meaty chapter outline would have been helpful.

-To me, many of the illustrations were filler and did not offer additional information

Bottom line:

- While there were some interesting moments, I was disappointed.

Book Reveiws:- The Presentation Secrets of Steve Jobs

Posted by thehrdiary on October 11, 2011 at 10:15 PM Comments comments (0)

Have you ever fallen asleep during a presentation? If your answer is "Yes", then this book is for you. Steve Jobs is the world’s most captivating presenter. Anybody who wants to be a great presenter needs to read this. It's tragic how many productive hours are wasted with presentations that fail to inspire, motivate and get results.

Gallo has done the hard work of identifying and outlining what makes Jobs' presentations really work. Jobs creates a storyline, treats the presentation as theater, and enacts it as performance. When Steve Jobs takes to the stage he often tells dramatic stories, so it's appropriate that the book itself is structured as a three-act play. Act 1 tells how to create the story, Act 2 tells how to deliver it, and Act 3 stresses the importance of rehearsal.

A book alone will go only so far, the best way to improve your presentation skills is to watch Steve Jobs's presentations available on YouTube.

"As soon as you move one step up from the bottom, your effectiveness depends on your ability to reach others through the spoken and written word." Peter Drucker

Book Reveiws:- The Innovation Secrets of Steve Jobs

Posted by thehrdiary on October 11, 2011 at 9:45 PM Comments comments (0)

The author of “The Innovation Secrets of Steve Jobs”, Gallo argues that there are seven principles that will help you innovate like Jobs:

1. Do what you love

2. Put a dent in the universe - have a big vision

3. Kick-start your brain - use creativity and have lots of different experiences

4. Sell dreams not products - understand what people want to accomplish

5. Say no to 1000 things

6. Create insanely great experiences

7. Master the message

After reading the book, I am left with the fact that some people are so unique and different that we can't hope to copy them. The book just tells you that there really aren't any secrets where innovation is concerned. According to this book, the only secret of Steve Job’s innovation is that “Innovation cannot occur in the absence of passion”.