4.3
Over time, however, rigid indexation to civil service pay raises may push RTHKC
compensation for some positions (e.g., creative and systems staff) out of line with that
offered by commercial broadcasters and other comparable private-sector organisations. Therefore, to ensure parity with the market, RTHKC should conduct an external survey to recelibrate its compensation levels periodically say, every three years, or whenever
significant gaps with its peers become apparent.
11
BASE BONUSES AND INCREMENTS
ON PERFORMANCE EVALUATIONS
4.4 To determine bonuses and increments, RTHKC will need to undertake an annual performance evaluation process. In principle, such amounts should be based on individual merit and granted to award demonstrated improvements in skill. The annual process will comprise three steps:
4.5.1 Assess individual and unit performance. Staff performance should be
evaluated annually on the basis of explicit criteria (which will vary according to the job
description) and agreed targets. Some criteria, such as cost effectiveness or revenue generation, are objective and quantifiable, while others (e.g., programme quality and innovation) are more subjective and thus require management's judgment. Exhibit 10 sets out performance evaluation guidelines that could be used to assess managerial staff. An individual's overall performance should be aggregated based on the relative importance of his or her specific job criteria, in line with the skill weightings discussed in Chapter 1 and Appendix B.
4.5.2 At the same time, each unit as a whole should be evaluated by the next higher manager (not the unit head); for example, the TV Programming Head would appraise the seven programming units. Importantly, the performance assessments of individuals within a unit must be consistent with that unit's overall results. Thus, people in a poorly performing unit should not receive predominantly outstanding evaluations. In addition, evaluations within a unit should reflect, by and large, an even distribution from poor to
outstanding achievers. Unless a unit turns in an above-average performance, for every person in it rated above-average there must be another rated below-average.
McKinsey & Company, Inc.
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