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    Sushma Industries Evaluation - Group 5 - SecD

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    Rishabh Jain
    Padmanabhan took several steps in developing a total rewards strategy for SIPL. First, he defined and evaluated jobs to establish internal equity and provide clarity on roles and competencies. He then used a sample of 50 data points from job sites to estimate market pay, though this carried a risk of inaccuracy. Finally, he linked variable compensation to a new performance system and conducted a survey that revealed dissatisfaction with compensation and role parity. While facing resistance, Padmanabhan implemented the new strategy over 3 years to ultimately improve productivity.

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    Sushma Industries Evaluation - Group 5 - SecD

    Uploaded by

    Rishabh Jain
    1K views1 page
    Padmanabhan took several steps in developing a total rewards strategy for SIPL. First, he defined and evaluated jobs to establish internal equity and provide clarity on roles and competencies. He then used a sample of 50 data points from job sites to estimate market pay, though this carried a risk of inaccuracy. Finally, he linked variable compensation to a new performance system and conducted a survey that revealed dissatisfaction with compensation and role parity. While facing resistance, Padmanabhan implemented the new strategy over 3 years to ultimately improve productivity.

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    Sushma Industries Evaluation_Group 5_SecD

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    Padmanabhan took several steps in developing a total rewards strategy for SIPL. First, he defined and evaluated jobs to establish internal equity and provide clarity on roles and competencies. He then used a sample of 50 data points from job sites to estimate market pay, though this carried a risk of inaccuracy. Finally, he linked variable compensation to a new performance system and conducted a survey that revealed dissatisfaction with compensation and role parity. While facing resistance, Padmanabhan implemented the new strategy over 3 years to ultimately improve productivity.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    1K views1 page

    Sushma Industries Evaluation - Group 5 - SecD

    Uploaded by

    Rishabh Jain
    Padmanabhan took several steps in developing a total rewards strategy for SIPL. First, he defined and evaluated jobs to establish internal equity and provide clarity on roles and competencies. He then used a sample of 50 data points from job sites to estimate market pay, though this carried a risk of inaccuracy. Finally, he linked variable compensation to a new performance system and conducted a survey that revealed dissatisfaction with compensation and role parity. While facing resistance, Padmanabhan implemented the new strategy over 3 years to ultimately improve productivity.

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    1.

    Evaluate the process adopted by Padmanabhan in developing the total rewards strategy
    for SIPL.
    Ans:
    ● Firstly, he defined and evaluated the jobs so that internal equity could be established
    and evaluated in the organisation. It was a correct approach as this step would
    provide clarity, both to job holder and the organisation, and help make correct
    compensation decisions. This step led to job description of key roles, which in turn
    outlined the competencies and abilities required of job holder to successfully deliver
    on the roles.
    ● A critical input to Total rewards strategy is to compare and establish market rate for
    comparable jobs or skill sets. As industry study reports are expensive, Padmanabhan
    took a sample of nearly 50 data points (obtained from top job portals and reference
    points) to develop an estimate of market positioning. Although it was an economical
    step, there’s a risk of having inaccurate market competitiveness data.
    ● In the earlier system, the variable compensation was deferred but a guaranteed pay.
    He realigned the variable compensation and linked it to a newly developed
    performance management system. For this to succeed, it was necessary to educate
    the entire workforce.
    ● He conducted an employee survey to evaluate how the workforce felt about the
    current compensation structure. The survey feedback disclosed the dissatisfaction
    among the employees regarding low compensation and lack of parity among similar
    functioning roles. However, established employees were objecting to the new system
    due to the introduction of formal working hours and discipline of clocking attendance.

    ● Use of only 50 data points. No use of national and global survey market leaders.
    Only 50 data points might lead to skewness of data and lots of biases. Uncompetitive
    market data. Collecting data not a core competency of SIPL.
    ● Correct approach in implementing the process across 3 years. Although the
    personnel selected in each cycle is questionable.
    ● Proper educating mechanism to let the workforce know aobut the performance mgmt.
    system shift. Managing the change. Initially Variable pay was guaranteed.
    ● The new process would result in an increase in the salaries of some employees to
    adjust the increase in their statutory deduction, caused by the process itself.
    ● The attendance management program would limit the unexplained wastage of time
    during working hours. This would increase accountability and availability as well as
    productivity during working hours.
    ● The new process and changes made by Padmanabhan faced considerable internal
    resistance and resulted in employee dissatisfaction.
    ● Despite facing considerable resistance from employees, Padmanabhan was
    adamant in implementing the new process which would ultimately result in improved
    productivity in the organization.

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