Section C

From WolfWikis

How consistent is this HR subfunction with other HR subfunctions:

Post information here, use line breaks to separate your individual information. Use (*) to create bullets.

Elizabeth's information:

• Compensation – there is no formal Pay for Performance (PFP) link with current system; since there is no overall rating, compensation is unable to determine which employees to reward
• Benefits -
• Performance management – Compass system is (should) link to a development system for individuals who are not on track to meet their goals.
• Training and development
• Recruiting/selection – Red Hat uses a system of “Targeted Selection” where they ask a series of questions based on the core competencies of that particular position and overall core values of the company.

Lindsay's Information:

• The consistency of Compass with other HR subfunctions is fairly good with the exceptions of compensation. Compass supports the company culture and helps employees navigate their career but it needs more improvement in training and compensation.
• Compensation: There is no current link between compensation and Compass because there is no rating system to determine which progress and accomplishments should be rewarded with what compensation. There isn’t a direct definition of determining merit and pay based on the Compass system.
• Training and development: Training and development are not directly linked to performance management by the Compass system. The updates to the Compass forms are supposed to be quarterly, but some departments are better than other. It isn’t clear though as to what the goals should be for each employee. Some organization’s goals could be the employee’s day-to-day routine, so how is it determined if meeting those goals isn’t just what their job is. The manager learns from the quarterly performance plans and then can determine if training and improvements are necessary. Employees are also given the option to leave the company if the goal plans are to far off. The actually training of the new system to the employees was through email and company meetings. There was no formal “how to do” explanation of the forms and feedback procedures.
• Recruiting: RedHat uses the target selection method of recruiting. When the company hires new employees, the competencies should be apart of the performance process along with reward. They still use the rating system in target selection. The rating however gets lost with the new system since there is no numerical information apart of Compass.

Jeff's Info:

• Compensation; Weakness - Pay delivery; no standardized system to accurately compensate employees based on their work performance. Example given by Maneka; "We have 1700 employees right now all across the globe and managers may not come in direct contact with their ees on a daily basis, so how do we determine what an ees proper compensation should be since we don't actually rate them on a company wide standardized scale?

• Benefits - ?

• Training - *Weakness; Florence - "Their hasn't been any formal training on the new system outside of an email being sent out." aka, employees don't know what the hell is going on.

• Strength; if ees aren't meeting their goals, managers can tell and then if training is the problem, they can put the ees through a training program before their performance disrupts the entire teams performance. *See "The Red Hat Compass Overview" page 4. Section; Process and Administration; new hires

• Recruiting - Same comment as Elizabeth and Lindsay.

• Red Hat Group ---Link to main page