Job Pay Inequalities

Job Pay Inequalities between different level of Operation and support decision makers

Generally it is noticed that the staff /support managers and executives get themselves better paid and placed faster even when joining than some body in operation. An operation B tech coordinator will get Rs 12000/- Per month despite he is busy whole day and same B tech if in sales/ commercial will get anything between Rs 20000/- .

There is also no denying to the fact that while you will not see any wasted employee as coordinator or junior manager in operation activity there is always a suck up employee drawing big salaries and doing nothing much what his counterpart in operation is doing. The reasons is simple there is no grading system and most of the support staff is placed without assessing their job profile in support of operations but with high salaries.

This causes resentment especially when there are also no appraisal and incentives and rewards also coming for the operation team when their counterparts at each level in support staff keep climbing up in salaries but dong nothing much of company productivity Every company must with production/service operating should have a fair pay system which is transparent and is based on objective criteria.

They must ensure that equal pay is in place for like work, work rated as equivalent and work of equal value. They should be eliminating bias from pay systems and promoting positive relations amongst staff, and operations team Let us try to understand the diagram below

First column is level of seniority defined from strategic to operation issues ( 6 to 1) and operation to support issues (1 to 6 )

Second column defines various layers of appointments.

Third column has following parameters:

For Operation execution and support issues the decision making powers and authority for a fast paced operation will start from 1 to 6

For Strategic issues the decision making and authority to see long term and short term business growth plans start from 6 to 1.

Fourth Column : The growth potential start from middle to both ends of the column.That is a project coordinator and junior executive can grow toward either support senior staff or Project manager .GM level after some years.

Fifth column : Gives pay structure as an approx from both ends ie CEO and Operation to middle of the column to junior managers/executives and coordinators based on responsibility of operations execution 1 to 6 and planning for the company from 6 to 1.

It is the fifth column the pay structure should be made without any discrimination to the support and operation teams members. This can be done in following steps:

Step 1. Decide the scope of the review and identify the data required for each level of appointment;

Step 2. Select jobs of like work, work rated as equivalent or work of equal value between support and operation staff;

Step 3. Apply a standard set of reporting templates to help identify the pay gaps in the organisation;

Step 4. Find out which aspects of your pay system are contributing to any pay gaps;

Step 5. Obtain expert advice and guidance on the steps needed to implement equal pay.

A proper grading system will ensure that productive employees will be duly rewarded and also a growth pattern will keep them motivated