Compensation and benefits

From Wikipedia, the free encyclopedia

Compensation and benefits (abbreviated C&B) is a sub-discipline of human resources, focused on employee
compensation and benefits policy-making.
It is also known in the UK as total reward and as remuneration in Australia and New Zealand.
[edit]The basic components of employee compensation and benefits
Employee compensation and benefits are basically divided into four categories:
1. Guaranteed pay monetary (cash) reward paid by an employer to an employee based on employee/employer relations.
The most common form of guaranteed pay is the basic salary.
2. Variable pay monetary (cash) reward paid by an employer to an employee that is contingent on discretion, performance
or results achieved. The most common forms are bonuses and sales incentives.
3. Benefits programs an employer uses to supplement employees compensation, such as paid time-off, medical
insurance, company car, and more.
4. Equity-based compensation a plan using the employers share as compensation. The most common examples
are stock options.
[edit]Guaranteed pay
Guaranteed pay is a monetary (cash) reward.
The basic element of the guaranteed pay is the base salary, paid based on an hourly, daily, weekly, bi -weekly or a monthly
rate. The base salary is typically used by employees for ongoing consumption. Many countries dictate the minimum base
salary defining a minimum wage.
Individual skills and level of experience of employees leave room for differentiation of income-levels within the job-based pay
structure.
In addition to base salary, there are other pay elements which are paid based solely on employee/employer relations, such
as 13th salary, seniority allowance, and more.
[edit]Variable pay
Variable pay is a monetary (cash) reward that is contingent on discretion, performance or results achieved. There are
different types of variable pay plans, such as bonus schemes, sales incentives (commission), overtime pay, and more.
An example where this type of compensation plan is prevalent is the real estate industry and real estate agents. A common
variable pay plan might be the sales person receives 50% of every dollar they bring in up to a level of revenue at which they
then bump up to 85% for every dollar they bring in going forward. Typically, this type of plan is based on an annual period of
time requiring a "resetting" each year back to the starting point of 50%. Sometimes this type of plan is administered so that
the sales person never resets and never falls down to a lower level.
[edit]Benefits
There is a wide variety of employee benefits, such as paid time-off, insurances (life insurance, medical/dental insurance, and
work disability insurance), pension plan, company car, and more.
A benefit plan is designed to address a specific need and is often provided not in the form of cash.
Many countries dictate different minimum benefits, such as minimum paid time-off, employers pension contribution, sick
pay, and more.
[edit]Equity-based compensation
Equity based compensation is an employer compensation plan using the employers shares as employee compensation.
The most common form is stock options, yet employers use additional vehicles such as restricted stock, restricted stock
units (RSU), employee stock purchase plan (ESPP), and stock appreciation rights (SAR).
The classic objectives of equity based compensation plans are retention, attraction of new hires and aligning employees
and shareholders interests.
[edit]Organizational place
In most companies, compensation & benefits (C&B) is a sub-function of the human-resources function.
HR organizations in big companies are typically divided into three: HR business partners (HRBPs), HR centers of
excellence, and HR shared services. C&B is an HR center of excellence, like staffing and organizational development (OD).
[edit]Main influencers
Employee compensation and benefits main influencers can be divided into two: internal (company) and external influencers.
The most important internal influencers are the business objectives, labor unions, internal equity (the idea of compensating
employees in similar jobs and similar performance in a similar way),organizational culture and organizational structure.
The most important external influencers are the state of the economy, inflation, unemployment rate, the relevant labor
market, labor law, tax law, and the relevant industry habits and trends.
[edit]Bonus plans
Bonus plans are variable pay plans. They have three classic objectives:
1. Adjust labor cost to financial results the basic idea is to create a bonus plan where the company is paying more
bonuses in good times and less (or no) bonuses in bad times. By having bonus plan budget adjusted according to financial
results, the companys labor cost is automatically reduced when the company isnt doing so well, while good company
performance drives higher bonuses to employees.
2. Drive employee performance the basic idea is that if an employee knows that his/her bonus depend on the
occurrence of a specific event (or paid according to performance, or if a certain goal is achieved), then the employee will do
whatever he/she can to secure this event (or improve their performance, or achieve the desired goal). In other words, the
bonus is creating an incentive to improve business performance (as defined through the bonus plan).
3. Employee retention retention is not a primary objective of bonus plans, yet bonuses are thought to bring value with
employee retention as well, for three reasons: a) a well designed bonus plan is paying more money to better performers; a
competitor offering a competing job-offer to these top performers is likely to face a higher hurdle, given that these employees
are already paid higher due to the bonus plan. b) if the bonus is paid annually, employee is less inclined to leave the
company before bonus payout; often the reason for leaving (e.g. dispute with the manager, competing job offer) 'goes away'
by the time the bonus is paid. the bonus plan 'buy' more time for the company to retain the employee. c) employees paid
more are more satisfied with their job (all other things being equal) thus less inclined to leave their empl oyer.
The concept saying bonus plans can improve employee performance is based on the work of Frederic Skinner, perhaps the
most influential psychologist of the 20th century. Using the concept ofOperant Conditioning, Skinner claimed that an
organism (animal, human being) is shaping his/her voluntary behavior based on its extrinsic environmental consequences
i.e. reinforcement or punishment.
This concept captured the heart of many, and indeed most bonus plans nowadays are designed according to it, yet since the
late 1940s a growing body of empirical evidence suggested that these if-then rewards do not work in a variety of settings
common to the modern workplace. Research even suggested that these type of bonus plans have the potential of damaging
employee performance.

Pengertian Kompensasi dan Benefit
Kompensasi adalah salah satu bidang HR yang menarik untuk disimak, dikuti, dipelajari dan dimengerti
sampai kapanpun. Kompensasi merupakan imbalan financial yang diterima oleh karyawan melalui
hubungan kepegawaian mereka dengan suatu organisasi.

Sistem kompensasi /remunerasi/imbal jasa bertujuan untuk :
Memikat karyawan
Mempertahankan karyawan
Memotivasi karyawan

Sistem Imbal Jasa yang baik harus memenuhi syarat-syarat sebagai berikut :
1. Internally Equitable (Adil)
2. Externally Competitiveness (Bersaing)
3. Performance Driven (Menunjang Keberhasilan Perusahaan)
4. Affordable (Terjangkau)
5. Legally Defensible (Tidak Melanggar Peraturan)
6. Explainable (Mudah Dimengerti)
7. Managable (Tidak Rumit)


ANALISA JABATAN DAN URAIAN JABATAN
Berdasarkan Kepmen Menakertrans No. KEP. 49/MEN/2004 Job Analysis (Analisa jabatan) adalah proses
metoda secara sistematis untuk memperoleh data jabatan, mengolahnya menjadi informasi jabatan
yang dipergunakan untuk berbagai kepentingan program kelembagaan , ketatalaksanaan dan
Manajemen Sumber Daya Manusia.
Ada tiga tahap penting yang harus dilakukan dalam proses analisis jabatan yaitu:
1. Mengumpulkan informasi jabatan
2. Menganalisis informasi jabatan
3. Menyusun informasi jabatan dalam suatu format baku.

Metode dalam Analisa Jabatan:
Observasi
Interview
Questionnaire
Kombinasi

Proses Analisis Jabatan yang dilakukan dengan baik dan benar akan menghasilkan Uraian Jabatan yang
baik pula. Uraian jabatan adalah hal sangat penting dalam manajemen SDM karena dapat dijadikan
sebagai acuan dalam berbagai kegiatan SDM antara lain rekrutmen dan seleksi, proses evaluasi jabatan,
penilaian dan manajemen kinerja, training dan development dll).

Dalam Uraian Jabatan menjelaskan :
mengenai apa yang harus dikerjakan,
mengapa dikerjakan,
di mana dikerjakan
dan secara ringkas bagaimana mengerjakannya

Job Description (Uraian Jabatan) adalah ringkasan aktifitas-aktifitas yang terpenting dari suatu jabatan,
termasuk tugas dan tanggung jawab dan tingkat pelaksanaan jabatan tersebut.
Job description (uraian jabatan) merupakan dokumen formal organisasi yang berisi ringkasan informasi
penting mengenai suatu jabatan untuk memudahkan dalam membedakan jabatan yang satu dengan
yang lain dalam suatu organisasi. Uraian jabatan tersebut disusun dalam suatu format yang terstruktur
sehingga informasi mudah dipahami oleh setiap pihak yang berkaitan di dalam organisasi. Pada
hakikatnya, uraian jabatan merupakan bahan baku dasar dalam pengelolaan SDM di organisasi, dimana
suatu jabatan dijelaskan dan diberikan batasan.
Posted by ComBen-Indonesia at 8:05 PM 0 comments
THURSDAY, JUNE 17, 2010
SISTEM KOMPENSASI - BENEFIT PERENCANAAN DAN IMPLEMENTASINYA
Berdasarkan UU Ketenagakerjaan No. 13 tahun 2003 Upah adalah hak Pekerja/Buruh yang diterima &
dinyatakan dalam bentuk uang sebagai imbalan dari pengusaha atau pemberi kerja kepada
Pekerja/Buruh yang ditetapkan & dibayarkan menurut suatu perjanjian kerja, kesepakatan, atau
peraturan perundang-undangan, termasuk tunjangan bagi Pekerja/Buruh dan keluarganya atas suatu
pekerjaan dan atau jasa yang telah atau akan dilakukan.
Sedangkan Kesejahteraan Pekerja/Buruh adalah suatu pemenuhan kebutuhan dan / atau keperluan
yang bersifat jasmaniah & rohaniah, baik di dalam maupun di luar hubungan kerja, yang secara langsung
atau tidak langsung dapat mempertinggi produktivitas kerja dalam lingkungan kerja yang aman & sehat.
Benefit diberikan dalam bentuk non cash diluar upah pokok, yang secara tidak langsung diberikan ke
pekerja (pengobatan, pendidikan, cuti yang dibayar dll)
Tujuan dari pemberian kompensasi dan benefit adalah untuk menarik, memotivasi dan
mempertahankan karyawan. Untuk itu dalam perencanaan dan penerapan sistem kompensasi dan
benefit harus disesuaikan dengan visi, misi, strategi bisnis, dan strategi Human Resources (HR)
perusahaan anda.
Pertama yang harus diperhatikan adalah aspek kesetaraan internal dan daya saing eksternal. Kesetaraan
internal/keadilan internal diperoleh apabila perusahaan sudah melakukan proses evaluasi jabatan
dengan benar. Daya saing eksternal adalah tingkat bayaran posisi-posisi/jabatan yang ada dalam
perusahaan dibandingkan dengan usaha/industri sejenis dan biasanya berada dalam satu kawasan.
Misal perusahaan manufaktur di bandingkan dengan perusahaan manufaktur dsb. Untuk itu perusahaan
perlu mengikuti salary survey yang diadakan oleh lembaga penyedia salary survey, mengadakan survey
sendiri atau menyelenggarakan survey bersama asosiasi industri.

Sistem kompensasi yang baik haruslah tidak bertentangan dengan peraturan dan UU yang berlaku,
sederhana (tidak rumit), affordable (sesuai dengan anggaran perusahaan) dan mampu menunjang
keberhasilan perusahaan. Terkait dengan anggaran harus diperhatikan faktor cash dan non cash.
Kalkulasi anggaran kompensasi yang meliputi gaji pokok, berbagai tunjangan, insentif, lembur, pajak,
jamsostek dan sebagainya harus dapat dihitung secara tepat dan akurat.
Rangkaian kegiatan kompensasi selalu terkait dengan bidang manajemen Human Resources yang lain
seperti manajemen kinerja (performance management). Dalam manajemen kinerja ada penilaian
kinerja. Bagi karyawan yang berkinerja baik sudah barang tentu akan mendapat kenaikan gaji yang lebih
tinggi dibanding karyawan yang berkinerja tidak baik.
Dari berbagai rangkaian aktifitas manajemen kompensasi dan benefit tersebut harus diadministrasi
dengan baik melalui manajemen payroll/penggajian. Dalam manajemen payroll perhitungan
pendapatan(earning/addition) dan unsur potongan (deduction) harus bisa dibuat tepat dan akurat.
Pada akhirnya masalah kompensasi dan benefit tersebut harus dikomunikasikan kepada seluruh
karyawan sehingga strategi sistem kompensasi dan benefit dapat dimengerti dan diterima oleh
karyawan sehingga dapat menunjang keberhasilan perusahaan.