4
2
2
Establish market-based compensation levels to attract and retain high-calibre
staff
3
Offer a competitive mix of compensation and benefits to motivate staff
4
Adjust compensation and allocate bonuses on the basis of regular performance evaluations and inflation benchmarks
5
Link compensation adjustments to budget projections in a simple and flexible manner
6
Ensure full communication of new arrangements to inform employees about
their options and set the tone for RTHKC.
The balance of this document addresses each of these recommendations in turn.
1.1
1 - ADOPT A JOB GRADING SYSTEM
THAT REFLECTS THE NEW ORGANISATION
A simple, flexible job grading system, supporting the new RTHKC organisational
structure, should be established to ensure consistency of compensation across comparable positions. This chapter describes the new organisation and explains the recommended job grading system, how it will facilitate recruitment and promotion, and the methodology used to arrive at the job grades.
DESCRIPTION OF
NEW ORGANISATION
1.2
RTHKC's new divisional and streamlined organisational structure is designed to
ensure that the corporatised entity is an effective and distinctive public broadcaster (see Exhibit 1). For example, the newly integrated Television Division comprises a programming department with seven separate programme strands and a production services department organised by types of expertise (e.g., editing, set management). Putting the "creative" producers and "technical" staff under the same divisional umbrella should
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