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Review of critical comp analytics to give you a better understanding of basic compensation language, including how to actually calculate the numbers that matter to your organization. You’ll learn how to talk like a comp pro, calculate basic comp metrics and present the health of your comp program to execs.
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In this exclusive #SmartTalkHR webinar with Kyle Lagunas, Principal Analyst at Lighthouse Research & Advisory, we’ll discuss the implications of making the taboo an afterthought, including:
Organizational Transparency
Relocation Practices
Performance Expectations
Outplacement Resources
He’ll also discuss how you can take proactive steps to improve your employer brand around these processes and events, so make sure to reserve your seat.
The success of every business is only ever in the hands of its people.
Why then, do so many organisations continue to treat their employees as commodities rather than assets?
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Review of critical comp analytics to give you a better understanding of basic compensation language, including how to actually calculate the numbers that matter to your organization. You’ll learn how to talk like a comp pro, calculate basic comp metrics and present the health of your comp program to execs.
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In this exclusive #SmartTalkHR webinar with Kyle Lagunas, Principal Analyst at Lighthouse Research & Advisory, we’ll discuss the implications of making the taboo an afterthought, including:
Organizational Transparency
Relocation Practices
Performance Expectations
Outplacement Resources
He’ll also discuss how you can take proactive steps to improve your employer brand around these processes and events, so make sure to reserve your seat.
The success of every business is only ever in the hands of its people.
Why then, do so many organisations continue to treat their employees as commodities rather than assets?
This PowerPoint discusses the challenges that the FM industry faces in recruiting and retaining staff across Asia, as presented at the IMFA World Workplace Conference in Hong Kong on 22nd June 2011.
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This document is an analysis on whether to start your company as a design house OR as a manufacturer. It includes thoughts on entrepreneurship and fund-raising.
The following presentation is from Prof. Girish Kumar from Indian Institute of Technology (I.I.T) Bombay who has over 30+ years of experience in Antennas and Microwaves, and has started companies through Society for Innovation and Entrepreneurship (SINE) and has over two decades experience consulting for technology giants.
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- Do we analyze Market Trends / Key Focus or direction of the Industry vis-à-vis other countries in ASEAN / Cost – Control Aspects?
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For the most part, the BCG Potential Test (or BCG Online Test, BCG Reasoning Test) is a different version of the McKinsey Problem Solving Test. They serve the same purpose, test the same skills, and offered by top two firms in the same industry.
For more detail: http://mconsultingprep.com/bcg-potential-test/
We are providing top-notch manpower recruitment service from the last 5 years in Engineering &construction, Power, Oil and Gas, Manufacturing, Mining and Metals, Automotive and Auto Ancillary, IT, BPO etc.
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California Compensation Trends and Pay PracticesPayScale, Inc.
As you consider employee raises and prepare your compensation strategy, it's imperative to have reliable, California-specific data to inform your decisions when building a solid compensation foundation.
Canadian Compensation Trends & Pay PracticesPayScale, Inc.
Many areas across Canada have returned to their patterns of rapid wage growth in recent quarters. Are you on top of the trends?
As you consider employee raises and refine your compensation strategy, it's imperative to have reliable Canada-specific data to inform your decisions when building a solid compensation foundation.
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During her presentation, Sarah broke down the meaning of a talent brand, showed what a successful talent brand in action looks like and described the tools needed to start your own talent brand initiative.
Good Jobs First - understanding how tax incentives are used to create jobsColleen LaRose
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Talent minus big data equals unsubstantiated rubbishNick Holley
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HCC Effective hiring - reality or myth - by krrish ramanan HumanCapitalClub
- Key Hires of any Organization carry utmost importance which is Strategic to the Growth and Uptrend of the Company. What are the Key factors to assess / analyze and be objective before hiring the Right fit? (ASEAN Perspective)
- Are factors such as being a Cultural Fit, Behavioural Patterns, DISC/MBIT (Other such assessment tests) being taken into consideration before doing a Hire?
- What are the KPI’s for the New Hire? Is it only related to Numbers?
- Comparative Analysis – Do we compare and analyze based on Regional Trends since there are Businesses that carry Regional Operations?
- What are the Key Have’s and Have Not’s?
- Do we analyze Market Trends / Key Focus or direction of the Industry vis-à-vis other countries in ASEAN / Cost – Control Aspects?
- Talent Management – An Art by itself
Internships for Recruiting? You Can Do This –– and Northwood University Can Show You How
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Jobs, Skills and Salaries: Trends across Indiavaluvox
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For the most part, the BCG Potential Test (or BCG Online Test, BCG Reasoning Test) is a different version of the McKinsey Problem Solving Test. They serve the same purpose, test the same skills, and offered by top two firms in the same industry.
For more detail: http://mconsultingprep.com/bcg-potential-test/
We are providing top-notch manpower recruitment service from the last 5 years in Engineering &construction, Power, Oil and Gas, Manufacturing, Mining and Metals, Automotive and Auto Ancillary, IT, BPO etc.
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California Compensation Trends and Pay PracticesPayScale, Inc.
As you consider employee raises and prepare your compensation strategy, it's imperative to have reliable, California-specific data to inform your decisions when building a solid compensation foundation.
Canadian Compensation Trends & Pay PracticesPayScale, Inc.
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As you consider employee raises and refine your compensation strategy, it's imperative to have reliable Canada-specific data to inform your decisions when building a solid compensation foundation.
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During her presentation, Sarah broke down the meaning of a talent brand, showed what a successful talent brand in action looks like and described the tools needed to start your own talent brand initiative.
It’s no secret that one of the biggest expenses and assets for an organization are employees. From recruiting and hiring to training and retaining, managing human resources is a huge cost. If done well, it can also be the biggest asset.
According to a recent study (August 2012), the Boston Consulting Group found that out of all HR functions, recruiting has the highest impact on revenue growth and profit margins. In this session, we explore the hidden earning potential of recruiting.
Join Mike Mayeux, Founder and CEO of Novotus as he provides information that helps talent acquisition leaders share the impact of recruiting. As a leader in the recruiting industry, Mike uses nearly 20 years’ experience in the talent acquisition industry to steer employees, clients, and candidates toward success. With his unique understanding of technology, consulting, and recruiting, Mayeux leads the Novotus team to accomplish the goal of reinventing talent acquisition. Always on the cutting edge of interactive technology, Mayeux allows Novotus to lead the industry in tools and best practices that improve clients recruiting results.
In this webinar, you will learn:
1) Methods of establishing quantitative results to show the business impact of recruiting.
2) Examples of the potential cost savings associated with recruiting.
3) A method for calculating the true cost of turnover.
4) Metrics to link lost revenue associated with recruiting and speed of hire.
5) A method to measure the revenue impact associated with quality of hire
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
IBM Smarter Workforce Summit Toronto 2015: Gordon Ritchie, Product Evangelist, Enterprise Talent Frameworks, IBM, presents: What is Your Critical Skills Gap?
Communicating Compensation: Gaining Executive SupportPayScale, Inc.
The best way to gain executive support for your compensation design is to develop a comp strategy that is aligned with the business goals of the organization, and then communicate that clearly with your executives.
New England Compensation Trends & Pay PracticesPayScale, Inc.
As you consider employee raises and prepare your compensation strategy, it's imperative to have reliable, New England-specific data to inform your decisions when building a solid compensation foundation.
Aquent and Monster recently conducted a survey to better understand the career landscape and outlook for interactive and Web professionals.
In this Aquent-sponsored AMA webcast, Paul Jamieson, research manager with Monster Intelligence, and Jason Brownewell, director of Aquent’s Interactive Design Practice:
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- Explore compensation trends in interactive and Web positions
- Provide an overview of specialized skill sets that are increasing in demand
- Explain how employers can attract interactive/Web talent in this marketplace
WEBINAR: Disrupting the Career Ladder with Fuel50 & IBMFuel50
Visit go.fuel50.com/ibm for more info and to watch this event's recording.
This webinar, Disrupting the Career Ladder, was hosted by Fuel50 and IBM and aired on Thursday, 1st June 2017. Featuring speakers Andrea Peck and Rachel Brown (IBM Kenexa), and Anne Fulton (Fuel50), this event touched on how to engage and enable employees to engineer their own workplace destiny.
The New Business of Business Leaders: Talent Management, Filios Papastylianou...Ewa Stepien
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Capability Approach power PowerPoint Presentation SlidesSlideTeam
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12. Number of Employees
More than 4,400 full-time professional and administrative salaried staff and more than
10,000 hourly tradespeople
Markets
Buildings, heavy industrial, and civil infrastructure
Annual Construction Volume
Over $7.5 billion
North American Headquarters
Edmonton, Alberta, Canada
US Head Office
Denver, Colorado
Geographic Area
The United States, Canada, the Caribbean, and Australia
Portfolio
PCL is involved with more than 700 projects at any one time. These range in value from
$20,000 to more than $1 billion and include office towers, residential condominiums,
retail outlets, hotels and resorts, educational and health care facilities, casinos, sport
and entertainment complexes, bridges, airports, high-tech facilities, water treatment
facilities, petrochemical/power/oil and gas plants, and major plant maintenance
shutdowns.
Ownership
100% employee-owned
PCL is a group of independent
construction companies that
carries out work across
Canada, the United States, the
Caribbean, and in Australia.
These diverse operations in the
civil infrastructure, heavy
industrial, and buildings
markets are supported by a
strategic presence in 31 major
centers.
12
14. Employee Ownership
Why be just an employee when you can be an owner?
Benefits for Employees
• 100% of the shares of PCL are
held by its employees
• In addition to receiving
competitive wages, employee
shareholders share the profits
that they help PCL to generate
Benefits for Clients
• Extraordinary performance by
employee shareholders,
motivated by a higher return
on labour and investment,
delivers outstanding value for
clients
14
15. PCL’s Compensation Philosophy
Target Pay Competitively
• Comprehensive and
competitive compensation
package in each region in
which we operate
• Regularly evaluate market
competitiveness against our
industry peer group
Pay for Performance
• Individual contribution and
performance are factors
considered when making
compensation
recommendations
• Recognizing and rewarding
performance is critical to
reinforce positive performance
15
16. Managers Equipped:
Managing your projects… managing your people
• Supervisor toolbox
– Accountability, administration, effective delegation, employee
development, employee engagement, team building
• Supervisor development
– Supervisor fundamentals, formal training for supervisor,
coaching, mentoring, individual learning
• HR as a resource
– Provide communication tools, coaching and feedback
16
17. Managers Enlisted:
Key players in structure development and implementation
Confirm job
information and
evaluate jobs
Create job grades
based on job value
Determine and
validate market
benchmarks
Marry market pay to
job value
Undertake pay
analysis
Determine pay
policy line
Determine salary
ranges
Determine
adjustment costs
and policies
Implementation and
regular review for
competitiveness
17
18. Managers Educated:
Base Salary Progression Over Time
18
S a l a r y R a n g e
MidpointMinimum Maximum
Entry Zone
CR <90%
Target Zone
CR 90 - 110%
Max Zone
CR >110%
Employees who:
• are new to the role or in the
early stages of their career,
or
• exhibit lower levels of
proficiency, or
• demonstrate tolerable levels
of performance
Employees who:
• are seasoned in their career
and are top performers, or
• exhibit mastery, or
• demonstrate considerable
capabilities and are expected
to grow further
Employees who:
• are proficient in their role
and still growing in their
career, or
• exhibit competent
proficiency, or
• demonstrate ability to take
on larger/stretch role
19. 19
Little to No Increase
Lower Performer
Paid Higher
Average to Above
Average Increase
Higher Performer
Paid Higher
Nominal Increase
Lower Performer
Paid Lower
Significant Increase
Higher Performer
Paid Lower
Low
Performance
High
Performance
Higher Pay
Lower Pay
20. Bonus Award and Share Ownership:
Tied to Performance
Performance Bonus Award
• Individual, organizational
and business unit
performance are all factors
in determining annual
bonus awards
• Additional recognition for
Star employees
Share Ownership
• Employees who have
demonstrated commitment to
the company and have
significant career potential
within PCL are considered
candidates for share
ownership
• Additional recognition for Star
employees
20
21. Managers Empowered:
Arming managers to be compensation ambassadors
• Enabling managers to
“comfortably” have meaningful
conversations regarding
compensation with their
employees
• Reinforce and drive high
performance
• Which leads to reduced HR-
related costs
my CAREER.
my COMPANY.
my LEGACY.
21