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accordingly. Heads of the new programme units in the Television Division, for example. will need to provide greater leadership and resource management than is currently the case. The managers of TV production service units also will be higher in the organisation and will be expected to assume broader supervisory and scheduling responsibilities than today. Similarly, the radio channel chiefs will oversee channel output and, in several cases, the production units that are now separate entities
3.T3.2 In Finance and Administration, each of the main organisational units will demand greatly enhanced skill levels so that RTHKC can upgrade its support and administrative activities. For example, a small but high-calibre information systems team will be needed to develop and operate computer-based accounting, finance, budgeting, cost-control, and personnel systems. The marketing unit also will comprise experienced specialists; its head should have extensive commercial expertise, preferably in the advertising industry,
3.13.3 Thus, creating RTHKC should not be approached simply as a process of rationalising organisational units and reducing staff. Rather, it should be seen as an opportunity to build a new organisation: management will need to carefully define the skills required in each key position, and assign (or recruit, if necessary) qualified staff
3.14.1 Realign the compensation structure: Initial analysis suggests that for senior and middle management, the total value of RTHK compensation and benefits is quite competitive with remuneration in the private sector. Indeed, for some positions, the total remuneration is such that RTHK could expect to hire staff with greater professional and/or managerial skills. Thus, moving to a market-based compensation approach under corporatisation should not, on average, require a significant increase in pay levels. A small number of highly paid positions - including the four senior managers reporting to the Executive Director and a few marketing specialists – will be created under the new organisational structure, however
3.14.2 The structure of the remuneration package for senior and middle-level staff will need to be redesigned, giving more emphasis to an incentive element that reflects performance. Compensation and advancement should be based on systematic evaluation of
both the quality of output and the ability to manage costs within budøer
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Upgrade staff training and development activities: With greater flexibility in personnel matters, RTHKC should give high priority to systematic recruiting; careful career
McKinsey & Company, Inc.
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