Compensation

Welcome to our presentation session

Presentation Topic

Compensation Practices in

Bangladesh

COMPENSATIONEmployee compensation refers to all forms of pay or rewards going to employees and arising from their employment i.e. compensation is what employees receive in exchange for their contribution to the organization.

Employees exchange their physical and mental efforts for compensation, but compensation means more than wage and salaries. It may include incentives that motivate employees and relate labor costs to productivity.

Challenges Affecting Compensation

Even the most rational methods of determining pay must be tempered by good judgment when challenges arise. The implications of these demands may cause analysts to make further adjustments to compensate. The challenges are:


1. Strategic Challenges:Compensation management is not limited to internal and external equity. It also can be used to further employer’s strategy. Employee compensation might have been initially anchored by the relative worth of jobs and the prevailing wage rates in the local labor market. Strategies may be “pay-for-skill” and “pay-for-knowledge”: the more skills or knowledge, the higher the pay.

2. Prevail ing wage rates:Market forces may cause some jobs to be paid more than their relative worth. Demographic shifts and relative supply and demand relationships affect compensation.



3) Union power:When unions represent a portion of the workforce, they may be able to obtain wage rates that are out of proportion to the relative worth of the jobs. Sometimes the union controls most or all of a particular skills and this enables the union to raise the prevailing rate for those jobs

Challenges Affecting Compensation4. Government constraints:

Organization must follow the laws that are enforced by the government. Government sets minimum wage, overtime pay, equal pat, child labor, and record keeping requirements. The minimum wage and overtime provisions require employers to pay at least a minimum hourly rate regardless of the worth of the job.

5) Comparable worth and equal pay: Beyond” equal pay for equal work” is the idea of "comparable pay for comparable work,” called comparable worth. It requires employers to pay equal wages for jobs of comparable value. Comparable worth is used to eliminate the historical gap between the incomes of men and women.



6. Compensation Strategies and Adjustments: Most organizations have compensation strategies and policies that cause wages and salaries to be adjusted. A common strategy is to give nonunion workers the same raises that are given to unionized employees; this often is done to prevent further unionization. Strategies or policies that increase employee compensation move the wage-trend line upward. Compensation strategies are further complicated by international challenges.


7) International Compensation Challenges:The globalization of business affects compensation management. Compensation analysts must focus not only on equity but on competitiveness too. Firms that compete globally may find that using local area salary surveys in the home country- even for compensating home-country employees -may ensure equity in the home labor market, but benchmarking wages and salaries among home-country competitors-especially if they are all in a developed nation -may lead to labor costs that are too high to compete with foreign operations that have lower compensation costs. Jobs may have to be restructured to use less expensive labor, be automated, or be moved to lower-cost countries for the organization to survive.


8) Productivity and Costs:Regardless of company or social policies, employers must make a profit to survive. Without profits, they cannot attract enough investors to remain competitive. Therefore, a company cannot pay its workers more than the workers give back to the firm through their productivity. However, if this should happen (because of labor scarcity or union power), the company must redesign those jobs, train new workers to increase the supply, automate, innovate, or go out of business.

Objectives Of Compensation Management

1) Acquire qualif ied personnel: Compensation needs to be high enough to

attract applicants. Pay levels must respond to the supply and demand of workers in the labor market since employers compete for workers. Premium wages are sometimes needed to attract applicants already working for others.


2) Retain current employees:Employees may quit when compensation levels are not competitive, resulting in higher turnover

3) Ensure equity:Compensation management strives for internal and external equity. Internal equity requires that pay be related to the relative worth of a job so that similar jobs get similar pay. External equity means paying workers what comparable workers are paid by other firms in the labor market.

4) Reward desired behavior: Pay should reinforce desired behaviors and act as an

incentive for those behaviors to occur in the future. Effective compensation plans reward performance, loyalty, experience, responsibility, and other behaviors.

5) Control costs: A rational compensation system helps the organization obtain and retain workers at a reasonable cost. Without effective compensation management, workers could be overpaid or underpaid.


6) Comply with legal regulations:A sound wage and salary system considers the legal challenges imposed by the government and ensures the employer's compliance.

7) Facil i tate understanding:The compensation management system should be easily understood by human resource specialists, operating managers, and employees.

8) Further administrative eff iciency: Wage and salary programs should be designed to be managed efficiently, making optimal use of the HR1S, although this objective should be a secondary consideration compared with other objectives.


Current Issues in Compensation Management

1. The issue of comparable worth: Comparable worth is the concept by which women who is

usually paid less than men can claim that men in comparable rather than strictly equal jobs are paid more.

2. The issue of salary compression: Salary compression, a result of inflation, means that longer-

term employees’ salaries are lower than those for workers entering the firm today. Its symptoms include (1) high starting salaries compared to current employees’ salaries; and/or (2) unionized hourly pay increases that overtake supervisory and nonunion hourly rates.

Current Issues in Compensation Management

3. The cost-of-l iving differentials: Cost of living differences between cities

can cause serious compensation problem. For example, a family of four might live in Comilla is less costly while the same family’s annual expenditure in Dhaka.

Components of compensation

Compensation has two main components. These are:Direct financial payments in the form of wages, salaries, incentives, commissions, and bonuses.Indirect payments in the form of financial benefits like employer-paid insurance and vacations.

Contents of compensation management

Financial contents Wages and salaries Incentives and gain sharing

Non financial contents Benefits and services Security, safety, and health

Part-One: Wages and salaries

Establishing Pay RatesThe process of establishing pay rates while ensuring

external and internal equity takes five stages:

Stage1: conduct a salary survey of what other employers are paying for comparable jobs

Stage 2: Determine the worth of each job through job evaluation

Stage 3: group similar jobs into pay grades Stage4: price each pay grade by using wage

curves Stage 5: fine-tune pay rates

Stage 1: Conduct the Salary Survey:Salary survey means a survey aimed at determining prevailing wage rates. A good salary survey provides specific wage rates for specific jobs. Formal written questionnaire surveys are the most comprehensive, but telephone surveys and newspaper ads are also source of information.

Establishing Pay Rates

Ways of using salary survey

Employers use salary surveys in three ways.

First, survey data are used to price. A survey aimed at determining benchmark jobs that anchor the employer's pay scale and around which its other jobs are slotted, based on their relative worth to the firm.

Second, more of the employer's positions are usually priced directly in the marketplace, based on a formal or informal survey of what comparable firms are paying for comparable jobs.

Finally, surveys also collect data on benefits like insurance, sick leave, and vacation time to provide a basis for decisions regarding employee benefits.

Establishing Pay RatesStage 2: determine the worth of each

job: job evaluationJob evaluation is aimed at determining a job’s relative worth. It is a formal and systematic comparison of jobs to determine the worth of one job relative to another eventually results m a wage or salary hierarchy. The basic procedure is to compare the content of jobs in relation to one another in terms of their effort, responsibility, and skills.

Method of job evaluation

a) Job ranking:The simplest and least precise method of lob evaluation is job ranking. Specialists review the job analysis information and then rank each job subjectively according to its relative importance in comparison with other jobs in the firm. These are overall rankings, although raters may consider individual factors such as the responsibility, skill, effort, and working conditions involved in each job. Subjectively determined global rankings mean that important elements of some jobs may be overlooked while unimportant items are weighted too heavily. Even more damaging, these rankings do not differentiate between jobs in terms of their relative importance.

b) Job GradingJob grading, or job classification, is slightly more sophisticated than job ranking but still not very precise. It works by having each job assigned to a grade by matching standard descriptions with each job's description. More important jobs are paid more, but the lack of precision can lead to inaccurate pay levels


Method of job evaluationc) Factor Comparison:

With the factor comparison method, the job evaluation committee compares critical or compensable job factors. These compensable factors are the job elements common to all the jobs being evaluated, such as responsibility, skill, mental effort, physical effort, and working conditions. Each factor is compared, one at a time, with the same factor for other key jobs, and then the separate evaluations are combined by the committee to determine the relative importance of each job.

Analysts must first decide which factors are common and important in a broad range of jobs. The critical factors shown in the figure are the ones most commonly used.

Step 1: Determine the crit ical factors

Steps of Factor Comparison

Job grade with standard description Job Grade

Standard Description

1 Work is simple and highly repetitive, done under close supervision, requiring minimal training and little responsibility or initiative.

2 Work is simple and repetitive, done under close supervision, requiring some training or skill. Employee is expected to assume responsibility or exhibit initiative only rarely.

3 Work is simple, with little variation, done under general supervision. Training or skill required. Employee has minimum responsibilities and

must take some initiative to perform satisfactorily. 4 Work is moderately complex, with some variation, done under general

supervision. High level of skill required.

5 Work is complex, varied, done under general supervision. Advanced skill level required. Employee is responsible for equipment and safety; shows

high degree of initiative.

Step 2: Determine key jobs:Key jobs are jobs that are commonly found throughout the organization and in the employer's labor market. Common jobs are selected because it is easier to discover the market rate for them. Ideally, these benchmark jobs should be widely held and accepted by employees as key jobs and should encompass a wide variety of critical factors.Step 3: Apportion current wages for key jobs:The job evaluation committee then allocates a part of each key job's current wage rate to each critical factor: responsibility, skill, mental effort, physical effort, working conditions. The proportion of each wage assigned to the different compensable factors depends on the importance of the individual factor.


Step 4: Place key jobs on a factor comparison chart:Once the compensable factors of each key job have been assigned a proportion of the wage rate, this information is transferred to a factor comparison chart. Key jobs are placed in the columns according to the amount of wages assigned to each critical factor.

Step 5: Evaluate other jobs:The titles of key jobs in each column in factor comparison chart serve as benchmarks. Other, non key jobs are then evaluated by being fitted on the scale in each column



d) Point SystemThis system evaluates the compensable factors of each job, but instead of using wages as the factor comparison method does, it uses points. Although more difficult to develop initially, the point system is more precise than the factor comparison method because it can handle critical, compensable factors in more detail. This system requires six steps and is usually implemented by a job evaluation committee or an individual analyst.

Step 1: Determine crit ical factors:The point system can use the same factors used in the factor comparison method, but it generally adds more detail by breaking down those factors into sub factors. For example; the factor of responsibility can be broken down into (a) safety at others, (b) equipment and materials, c) assisting trainees, and (d) product and service quality.

Steps of Point System

Steps of Point SystemStep 2: Determine the levels of factors:

Since the amount of responsibility or other factors may vary from job to job, the point system creates several levels- minimum, low, moderate, high associated with each factor. These levels help analysts reward different degrees of responsibility, skills, and other critical factors.


Step 3: Allocate points to sub factors:With the factors listed down one side of factor comparison chart and the levels placed across the top, the result is a point system matrix. Starting with level- high, the job evaluation committee subjectively assigns the maximum possible points to each sub factor.

Steps of Point SystemStep 4: Allocate points to levels:

Once the maximum total points for each job element are assigned under level-high, analysts allocate points across each row to reflect the importance of the different levels. For simplicity, equal point differences usually are assigned between levels. Alternatively, point differences between levels can be variable. Both approaches are used, depending on the importance of each level of each sub factor.

Step 5: Develop the point manual: Analysts then develop a point manual that

contains a written explanation of each job element. It also defines what is expected for the four levels of each sub factor. This information is needed to assign jobs to the appropriate level.


Steps of Point SystemStep 6: Apply the point system:

When the point matrix and manual are ready, the relative value of each job can be determined. This process is subjective, requiring specialist to compare job description with the standard point manual description for each sub factor. The match between the job description and the point manual statement reveals the levels and point for each sub factor of every job. The points for each sub factor are added to find the total number of points for the job.

Stage 3: Group similar jobs into pay grades:Once a job evaluation method has been used to determine the relative worth of each job, the committee can turn to the task of assigning pay rates to each job, but it will usually want to first group jobs into pay grades. If the committee used the ranking, point, or factor comparison method, it could assign pay rates to each individual job. But for a larger employer such a pay plan would be difficult to administer, since there might be different pay rates for hundreds or even thousands of jobs. And even in smaller organizations there's a tendency to try to simplify wage and salary structures as much as possible. Therefore, the committee will probably want to group similar jobs (in terms of their ranking or number of points, for instance) into grades for pay purposes


Stage 4: Price Each Pay Grade – Wage

Curves:Assigning pay rates to each pay grade (or to each job) is usually accomplished with a wage curve. The wage curve depicts graphically the pay rates currently being paid for jobs in each pay grade, relative to the points or rankings assigned to each job or grade by the job evaluation. Note that pay rates are shown on the vertical axis, and the pay grades (in terms of points) are shown along the horizontal axis. The purpose of the wage curve is to show the relationship between ( I ) the value of the job as determined by one of the job evaluation methods and (2) the current average pay rates for individual grades.


There are several steps in pricing jobs with a wage curve.

First, find the average pay for each pay grade, since each of the pay grades consists of several jobs. Second, plot the pay rates for each pay grade.Third, fit a line, called a wage line through the points just plotted. This can be done either freehand or by using a statistical method. Finally, price jobs. Wages along the wage line are the target wages or salary rates for the jobs in each pay grade.


Stage 5: Fine- Tune Pay Rates: Fine-tuning involves correcting out-of-line rates and (usually) developing rate ranges. Here rate ranges is a series of levels within a pay grade, usually based upon years of service.

There are several benefits to using rate ranges for each pay grade.

1)The employer can take a more flexible stance with respect to the labor market.

2)Rate ranges allow individuals to provide for performance differences between employees within the same grade or between those with different seniorities.

Part Two: Incentives and Gain sharing

Incentive Systems

Piecework Piecework is an incentive system that compensates the worker for each unit of output. Daily or weekly pay is determined by multiplying the output in units times the rate per unit. For example, in agricultural labor, workers are often paid a specific amount per bushel of produce picked

Maturity CurvesThat happens when technical or scientific employees reach the top of their rate range "broad banding," which widens the rate range to accommodate senior or top performers.'' Another approach is Maturity curves, which are adjustments to the top of the rate range for selected jobs. Employees are rated on productivity and experience. Outstanding contributors are assigned to the top curve. Good but less outstanding performers are placed on the curve next to the top. Through this technique, highperforming professionals continue to be rewarded for their efforts above the top of their jobs' rate ranges without being required to seek a management position or switch jobs to increase their earnings.

Incentive Systems

Incentive SystemsMerit Raises

Merit raises are pay increases given after an evaluation of performance. These raises are usually decided by the employee's immediate supervisor, often in conjunction with superiors. Although merit raises reward aboveaverage performance, they are seldom tied to any specific payout standard. This lack of clear standards causes some companies to rely on a management by objectives (MBO) approach that sets standards against which merit raises can be given.

Pay-for-Knowledge/Pay-for-Skil ls Compensation:Payforknowledge and payforskill compensation systems reward employees with higher pay as an incentive for the increased knowledge or skills they acquire. Most organizations have traditionally designed their compensation systems around specific jobs. The wage and salary structure of these systems has typically been based on job analyses and evaluations: this process determines a job's worth and salary range

Incentive Systems

Incentive SystemsNon monetary Incentives

Incentives usually mean money, but performance incentives also come in other forms. For example, many companies have recognition programs in which employees receive plaques, novelty items, certificates, time off, vacations, and other non cash incentives for job performance, suggestions, and even community service.

Executive IncentivesIncentive-especially executive incentives need to achieve a balance between short-term results and long-term performance. In some companies, this short-term orientation may lead to reductions in product quality and cuts in research and development, advertising, new capital equipment, employee development.

International IncentivesTo attract, retain, and motivate international executives and key employees, many global companies are sett ing up foreign allowances that are incentives for international employees. Some companies f ind it advantageous to pay foreign, housing and transportation costs and taxes directly rather than give allowances and incentives to work overseas.' ' Other companies prefer to use pay-for-performance

Incentive Systems

Gain sharing ApproachesEmployee ownership

Perhaps the ult imate gain sharing approach is for employees to own the company. Many companies have stock purchase plans that al low workers to buy shares in the company, thus "owning" a fractional part of the firm and sharing its success. A revolutionary approach by which employees may own their company is called an employee stock ownership plan (ESOP).

Production-Sharing Plans Production sharing plans allow groups or workers to

receive bonuses for exceeding predetermined levels of output. The plans tend to be short-range and related to very specif ic production goals. For example, a team may get a bonus for a specif ic goal.

Profit-Sharing PlansProfit-sharing plans share profits with the employees. When these plans work well, they create trust and a feeling of a common fate among workers and management. Usually profit plans reserve a percentage of the f irm's overall profi ts or a percentage above a

threshold and distr ibute those monies to employees. The distr ibut ion formulas vary, though many give a f lat bonus to each employee

based on the employee's job category or tenure.Cost reduction plans

The aim of cost reduction plans is to reward workers for something they can control labor cost. To reduce cost, some companies form an employee committee to facil i tate the communication of new ideas and

employee involvement in the f irm’s day to day operation, usually through periodic meeting.

Gain sharing Approaches

Part Three: Benefits and Services

Insurance Benefits to employees

1. Health-Related InsuranceTo reduce risks, some health related insurance are taken for the employees. These are as follows:

Medical insurance Dental insurance Mental health insurance

Insurance Benefits to employees2. Life insurance

Life insurance often goes beyond merely helping with funeral expenses. Although some firms provide a flat amount for all workers, the majority pay a multiple of the employee's salary. Unlike health insurance, employer-provided life insurance is not typically extended to the worker's family members. Most HR managers and benefits experts reason that life insurance is meant to protect the family from the loss of the worker's income.

Insurance Benefits to employees3. Disabil i ty Insurance

When a worker is unable to work for a prolonged period, most companies provide some form of long-term disability (LTD) insurance. LTD policies generally have an extended waiting period, usually six months. They pay the employee only a fraction (usually 50 to 60 percent) of his or her wages or salaries and usually end within a few years unless the insured is unable to perform any type of work.

Employee Security Benefits:Employment Income Security: Severance pay benefits- entitle the worker to a lump-sum

payment at the time of separation from the company. Golden parachutes- are agreements by a company to

compensate executives with bonuses and benefits it they are displaced by a merger or acquisition

Layoffs- may be eased by accrued vacation pay. A few companies go so far as to provide a guaranteed annual wage (GAW). These plans ensure that the worker receives a minimum amount of work or pay.

supplemental unemployment benefits (SUB)- When employees are out of work, their state unemployment benefits are supplemented by the employer from moneys previously paid to the SUB fund.

Employee Security Benefits:Retirement Security:

Retirement is the exit from an organizational position. Retirement plans originally were designed to reward long-service employees. Through employer generosity and union pressures, retirement plans have generally grown in scope and coverage. Every organization tries to provide economic assistance to its employees who serve the organization for a long period. Generally employees feel economic insecurity after their retirement from their workplace. That is why organization provides lump-sum amount of money so that the retired employees can do initially with that money.

Time-off benefits:

Some benefits called “Time-off benefits” provided by the organization are as follows:

On-the-Job Breaks- Rest breaks, meal breaks, and wash-up time.

Sick days and well pay- Absence for illness and payment for unused leave (well pay).

Holidays and vacations- One-day in a week an vacations usually are based on the employees length of service.

Leave of absence- Often granted for pregnancy, extended illness, accidents and other reasons specified in a company’s HR policies.

Work scheduling benefits:

The nature of the typical workweek has changed significantly since the early days of the industrial revolution. Several new approaches to scheduling work have gained popularity:

Shorter work t imes Flextime- Employees are allowed to report to work

at any time during a range of hours. Job sharing- . Job sharing involves one or more

employees doing the same job but working different hours, days, or even weeks.

Employee ServicesSome companies go beyond pay and traditional benefits and provide services for their employees. The most common ones are-

Educational- programs partially or completely reimburse employees for furthering their education but may be limited to courses that are related to an employee's job.

Financial- programs, which are common among retail stores and consumer goods manufacturers, allow workers to buy products from the company at a discount.

Social programs- social services are provided by employers as they adapt to a changing and diverse workforce.

Part Four:Security, Safety and Health

Financial SecurityWorkers in developed nations are financially dependent on a paycheck. Anything that keeps them from earning a paycheck threatens their financial security. Because retirement, disability, layoffs, and injuries limit the earning power of many citizens, government has intervened with social security, unemployment compensation, and workers' compensation acts.

Financial SecuritySocial Security:

Social security is more than a compulsory retirement plan, although it does provide an income for life upon retirement. Other aspects of social security provisions give covered workers and their families’ disability, death, survivor, and health insurance benefits.

Unemployment Compensation:Unemployment compensation represents payments to those who lose their jobs. Benefits do not continue indefinitely. An unemployed worker receives benefits only for a specified period or until a new job is found during periods of severe unemployment.

Financial SecurityWorkers' Compensation:

Another threat to the financial security of employees consists of work-related accidents and illnesses. Worker could get compensation for an industrial accident or illness only by suing the employer. With the cost of medical treatment, the loss of income, and the loss of a wage earner, many workers and their families found it financially impossible to bring such suits. The result was a severe burden on society in general and on the affected workers and their families in particular.

Physical security:Physical security program attempts to compensate employees for accidents and illness that have already occurred. For this reason a comprehensive law-“Occupational Safety and Health Act” has been invented. The purpose of OSHA is to assure so far as possible every working man and woman in the nation safe and healthful working conditions and to preserve our human resources.

Compensation practices in Bangladesh

Compensation practices in Bangladesh1. Method o f payment:

Theoret ical ly the methods of payment may be either piece- rate or t ime-based. Under piece-rate basis, the pay is computed by the number of units produced t imes the rate per unit in taka. The monetary value of each piece is set by t ime study or past experience. This payment method is simple to calculate, easy to understand, appears equitable, and motivates performance. The main problem of this method is that, when quali ty is equally important it does not provide better result. Under t ime rate basis, the pay is determined by mult iplying the number of hours worked and the rate per hour. This method is preferred by the workers, because it does not penalize the average or less-than-average workers. But the major disadvantage of this method is its lack of motivation when high production is desired. But here, in the sample f irms, a combination of the two methods is fol lowed. Although all the f irms pay their workers at the end of the month, the amount of payment is calculated on hourly wage rate basis or daily wage rate basis.

Compensation practices in Bangladesh2. Factors determining pay:

In determining pay several factors should be taken into account. These factors can be classif ied into four broad groups, viz. external factors, organizational factors, job factors, and individual factors. But in most of the cases among all the factors only a few are given importance. The single most important external factor is demand for and supply of labor. Most of the industry there is union. But union's role in the pay determination does not arise. However, the workers also reported that the urban workers are gett ing more than those of the rural workers. The small and medium sized firms tend to fol low the larger f irms in determining the wage of the workers. The size and profitabil i ty of the f irms have l i t t le inf luence on pay. Al l the f irms emphasize greatly on the skil l of the workers. But workers are not paid for having variety of ski l ls. Most of the f irms take into account the performance or the productivity of the workers.

Compensation practices in Bangladesh3. Pay level of the workers:

The pay that the workers get in the firms is approximately equal to the per capita income of our country--a very small amount of money to support even a small family adequately, which is below the subsistence level. Most of the workers are living from hand to mouth.

4. Financial incentives: To motivate the workers, the firms give financial incentives in some cases, but depending on different bases. There is little room for merit evaluation. The nature of work is more or less monotonous and also has no provision in applying merit. Even the firms do not follow the piece rate incentive system and also incentives are not given to the workers if they contribute significantly in the form of valuable suggestions. No profit sharing plan or employee stock ownership plan has been introduced by the sample firms.

5. Festival al lowances:In the firms, the workers are given two festival allowances in two Eids in a year. The amount paid as allowances is equal to basic pay in all the firms.

Compensation practices in Bangladesh6. Other benefits:

(a) Maternity leave: Most of the firms have provisions for maternity leave up to two months with pay. If it exceeds two months, leave is granted without pay. However, the worker may return to job after the leave.(b) Accidental benefits: The firms do not give long-term financial security to the workers if they become disabled.(c) Leaves and holidays: There is no standard rule in the firms about leaves and holidays. Some firms do not grant the workers sick leave or weekly holiday or even government holiday.(d) Workers' services: It is impracticable to find the firms that provide educational facilities to the kids of the workers, provide day care facility for the children of the workers, and provide canteen services, uniform, transportation facilities, housing, counseling or legal assistance to the workers.(e) Workers' pension: There is no pension plan for the workers in the private firms.

Recommendations:1. Compensation should be sufficient enough, so that

the workers can lead their lives at the subsistence level.

2. Workers should be given the freedom to form union, so that they can place their demand through the union unitedly.

3. The owners of the firms should look into the problems of job security and working conditions.

4. As the money wages are very low, the owners can increase the real wages through providing free or subsidized accommodations, clothing, medical facilities etc.

Recommendations:5. Education and training of the workers can increase

the owners' productivity and profitability and can help the workers improve their lot and standard of living and also understand their rights. So employers should provide the facilities for education and training; employees should take every opportunity of such facilities and above all the government should take steps in helping the workers of such an important industry to educate and train them properly.

6. Government should enact proper rules and regulations to safeguard the interest of the workers.

Thanks for being with us.

Compensation

Recruiting & HR

compensation strategies

compensation management

compensation analysts

equal pay

comparable worth

international challenges

idea of comparable pay

strategic challenges