Appendix 1

Surveys Questions

Questions relating to the following areas were administered:

Industry

Sales Revenue

Organisation’s Markets

Call Centre’s Markets

Level of Automation

Staff Numbers

Staff Classifications

Trends in Staff Numbers

Salary Scales

Salary & Package Benefit Scales

Factors in Setting Remuneration Ranges

Salary review Strategies

Structure of Teams

Career Progression

Flexible Work Arrangements

Variable Reward Schemes

Turnover

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Appendix 2

Salary Administration / Remuneration Strategy

Remuneration costs are a significant component of any public or private sector organisation’s operating budget. It is with this in mind that a competitively tailored remuneration strategy can provide an important tool for balancing your need to pay with the capacity to pay and the need to attract and retain employees of sufficient calibre.

When setting out to develop a remuneration system for employees who fall outside of an enterprise agreement structure the following components should be examined.

External Positioning

It is important to determine agreed "target" remuneration levels, having regard for corporate and individual performance, general "market place" considerations and the need to attract and retain employees of sufficient calibre to manage and conduct your business operations

This requires a clear business decision that establishes "target" market remuneration levels related to company and individual performance against agreed operating objectives. This results in the implementation of a competitive remuneration policy that balances your need to pay with the capacity to pay.

Internal consistency

This is about establishing a credible and defensible means of linking individual accountability and contribution to base pay across your operation

This involves implementation of a customised process for valuing jobs based on your specific corporate values, business objectives and operating environment. This results in a consistent and systematic process for linking jobs of comparable impact and accountability to established pay ranges.

Link with Performance

It is imperative that you design a remuneration system that focuses individual attention on identified key business indicators, sends clear signals about business priorities and reinforces behaviour leading to demonstrated improvement in business performance. For senior management this may include building allegiance to, and identification with, longer term company strategies and goals

This results in a pay system that discriminates in favour of high performers and key contributors and underscores the company’s emphasis on a pay for performance philosophy. It also provides for deferred remuneration (eg. shares/options or longer term incentives) for key individuals to ensure a continuing focus on the long term performance and growth of the company.

Effective Pay Delivery

Establish a policy and process to allow specific employees access to advantages provided by Fringe Benefit Taxation legislation within existing remuneration to company .

This results in increased disposable income and flexibility in choice of benefits to employees at no additional cost to the company.

Ease of Administration

Ensure the remuneration policies and systems can be effectively managed and administered within current staff workloads by maximising the use of salary management software and streamlined administration.

This provides for the implementation of software and systems to manage the determination of job worth, salary ranges and on-going market comparisons of your remuneration program. It also provides for interrogation of databases and reporting of employment costs by total company, division, state and so on as required.

 

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