TNAG-2278-FCO40-3278-Future-of-Hong-Kong-Radio-Television-Hong-Kong-Board-of-Gove-1991 — Page 151

2- ESTABLISH MARKET-BASED COMPENSATION LEVELS

2.1

To attract and retain high-calibre staff, RTHKC compensation levels must be competitive with pay scales for comparable jobs in other broadcasters, media and publishing companies, statutory organisations, and medium-sized Hong Kong firms. Therefore, we recommend that RTHKC adhere to market-based compensation ranges for

the eight job grades (see Exhibit 6) and for each of the 53 key positions (Exhibit 7 - see Appendix C for details of ranges). The suggested ranges are not only competitive, but also in line with the Government's aim of limiting RTHKC's total staff costs to 80 percent of

the 1990/91 levels.

2.2 The ranges include all elements of compensation (i.e., salary, housing, bonus,

superannuation, and benefits; these will be discussed in detail in the next section). They allow for differences in qualifications as well as for progression within a job. In some cases, particularly for administrative posts, the proposed pay levels are higher than current RTHK equivalents because they reflect upgraded responsibilities and skills. For example, because RTHKC must be largely self-sufficient, its Financial Controller will have to

manage a more comprehensive set of tasks than any of his predecessors in RTHK, а Government department.

2.3 To determine market-competitive compensation levels, the team conducted detailed comparisons of RTHKC positions with counterparts in similar organisations (see Appendix C). This benchmarking process comprised three steps.

2.4.1 The first step was to select appropriate candidates for comparison.

Benchmarked institutions need not be in the same business as long as they contain positions that are comparable. Thus, the group we examined included not only commercial broadcasters and film producers but also media and publishing companies as well as medium-sized Hong Kong firms bearing similar administrative burdens as RTHKC.

2.4.2 As a general rule, the benchmarked organisations should be a potential source of recruits or alternative employers for RTHKC staff. For programming and technical personnel, broadcasters and moviemakers such as TVB, ATV, Commercial Radio, and Shaw Brothers were used as benchmarks. For RTHKC senior management positions, we looked at statutory organisations (e.g., Trade Development Council, Mass Transit Railway

McKinsey & Company, Inc.