Streamlining the salary review process

We’re looking to move our salary review process online and integrate it with other HR processes. Any suggestions on how to streamline this process?

Streamlining the salary review process

We’re looking to move our salary review process online and integrate it with other HR processes. Any suggestions on how to streamline this process?

– HR manager in publishing, Sydney

Many HR and payroll systems hold critical information required to facilitate the management of the salary review process. By moving the salary review process online, organisations can chose to integrate this with other HR processes such as maintaining job profiles, managing training programmes, online recruitment, salary and benefits and performance plans. This provides line management with visibility and the ability to interact with and analyse salary and performance data via a workflow oriented online tool such as employee self service, known today as e-HR.

e-HR (shorthand for HR services delivered electronically) allows employees and managers to perform HR tasks on their own, at any time, using familiar Internet browser screens. The scope of e-HR is growing and now includes much more than basic personnel processes. Many organisations are extending their e-HR applications to include the recruitment of staff, managing complex benefits options, performance management, career development, communication, management reporting as well as salary reviews.

From this, the types of integration organisations can expect to achieve in their efforts to streamline HR processes are: automate the population of performance management forms and the subsequent automation of reminders to employees and managers to complete these; calculations based on finalised ratings (weighted or otherwise); using calculated ratings to apportion proposed bonus payments or salary increases; using workflow to authorise these and electronically update the payroll system; electronic filing of documentation and feedback; and electronic updating of performance review outcomes, such as updating training needs and booking of training, or adding additional skills or competencies gained.

There is no ‘one size fits all’ for e-HR. The most common cause of failure for an e-HR project is trying to impose a simplistic model copied from elsewhere, without consideration for the cultural impact of process and role issues – effective e-HR is as much about a cultural shift as introducing technology.

by Tracy Angwin, sales and marketing manager, Rebus Australia. www.rebus.com.au.

Easing the pressure cooker of stress at work

Many of our younger lawyers appreciate the need to put in long hours at work sometimes, but are unhappy with the impact on their personal lives. Any suggestions on how to alleviate this?

– HR consultant in law, Melbourne

In an ever changing corporate environment, the business realities of the day are dictating a streamlined approach to staffing and a focused effort on employee retention, as well as maximising the efforts of the existing workforce.

By default, such a setting creates pressure, and in work terms this equates to what we more commonly refer to as stress. As the corporate pressure cooker bubbles, sacrifices are made to keep the wheels churning. The 40 hour week has been stretched to its limit creating a work/life imbalance, as work encroaches upon personal time.

To curb the negative impact increased workloads cause within a scaled down workforce, many companies are acknowledging the benefits of corporate health initiatives. This can take on many forms, from onsite corporate gyms and exercise classes to health promotion programs and on site health evaluations.

Corporate health strategies play an integral role in addressing the work/life balance issue by providing the educational and practical vehicle for employees. In particular, providing the initiative on site makes it accessible without intruding on personal time. It also plays a role in reducing costs to the organisation and maximising the bottom line.

A simple initiative such as blood pressure screening gives employees the opportunity to have this aspect of their health evaluated and create an opportunity for corrective measures on an as need basis. Such corrective strategies can be adopted by the individual as well as the company. Analysis of blood pressure results on a statistical level can identify risk factors within departments and/or within certain employee demographics. Intervention can assist both the individuals as well the company.

The most common benefits to the organisation a corporate health initiative brings include: showing a keen interest in the health and wellbeing of their employees; minimising employee absenteeism, Workcover claims and employee turnover; promoting internal employee relationships and interdepartmental interaction; and maximising employee morale, motivation and productivity.

by Chris Rabba, director, Peak Health Management. www.peakhealth.com.au.

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