Job descriptions (JDs) are used as points of reference in many HR processes. This increases the importance of the quality of the JDs and of the processes in place for the creation and maintenance of these documents.

JDs have a direct impact on the quality of every C&B (or other HR) process that uses them as input. Consequently, JDs (and related processes) also have an impact on the level of employees’ trust.

The content of the JD and the way it is developed, documented, maintained and communicated will determine to what extent employees trust this document. The level of trust in JDs will directly influence employees’ trust in any HR practice which uses JDs as a point of reference.

The TS&A service includes the trust scanning and

• assessment of:the written JD policy and procedure(s) – if any,
• the current practice and governance in writing, updating and communicating JDs,
• the employee touchpoints in the current practice,
• the utilization of the JDs by other C&B (HR) practices,
• three typical JD examples for each of the three main employee groups covered by the policy and procedure(s), i.e., blue-collar employees, white-collar employees and executives and managers, if applicable.

The results of TS&A assessment are summarized in a confidential report, which also includes areas with further optimization potential. The report is presented and explained to the client.

By evaluating jobs, companies lay the foundations of internal and external equity, for all roles within their organization and for jobs in their markets.

Job evaluation is a management tool for measuring the overall “size” of a job and for expressing it in grades (points, etc.). This makes job “sizes” directly comparable both internally and externally.

Many things can go wrong in interactions with employees around job evaluation. This is due to the complexity and the technical nature of the job evaluation process and the emotional aspects of comparing jobs.

Job grades – the results of the job evaluation process – are widely used as points of reference by other HR policies. Therefore, the degree to which employees trust the job evaluation practices of the company will directly influence employees’ trust in any HR practice which uses JDs as a point of reference.

The TS&A service includes the trust scanning and assessment of:

• the written job evaluation policy and procedure(s) – if any,
• the current practice and governance of job evaluation and the communication and management of job grades,
• the employee touchpoints in the current practice.

The results of the TS&A assessment are summarized in a confidential report, which also includes areas with further optimization potential. The report is presented and explained to the client.

The benchmarking process results in market references, which are key factors in pay decisions.

A solid, well-implemented and broadly explained benchmarking practice contributes to the enhancement of trust for both line managers and employees, in the applied market references. This is a must-have supporting tool for any base salary process.

Benchmarking triggers no direct interactions between the company and its employees. However, benchmarking becomes an important element of interactions taking place at times of salary review. Therefore, an optimized benchmarking process is a key ingredient of a trusted HR practice.

The TS&A service includes the trust scanning and assessment of:

• the written benchmarking policy and procedure(s) – if any,
• the current practice and governance of formulating, applying and communicating market references,
• the employee touchpoints in the current practice – if any.

The results of the TS&A assessment are summarized in a confidential report, which also includes areas with further optimization potential. The report is presented and explained to the client.

Base salary represents an acquired right for employees, while for the companies themselves it represents one of the largest cost items with very rigid characteristics. This makes base salary the single most important pay element – for both employees and companies.

A state-of-the-art practice for base salary management ensures that concrete individual salary decisions:

• express internal equity within the company,
• represent conformity with market practices in accordance with the company’s HR strategy,
• stimulate individual performance and competence development,
• reflect the overall performance and financials of the company.

Pay decisions are the result of the integration of these attributes. The confidential nature of some of these attributes and of the pay decision itself are additional factors which increase the challenge of driving a base salary practice that is trusted by employees.

Salary decisions trigger many recurring interactions, beyond the communication of the result of the salary review process. Such interactions occur for each employee, on each payday, until a new pay decision is taken.

The TS&A service includes the trust scanning and assessment of:

• the written base salary policy and procedure(s) – if any,
• the current practice and governance of salary reviews, (e.g., ad hoc or annual) and the communication and management of base salaries,
• the employee touchpoints in the current practice.

The results of the TS&A assessment are summarized in a confidential report, which also includes areas with further optimization potential. The report is presented and explained to the client.

MB programmes serve multiple purposes, and this often results in the application of complex criteria.

The typical length of an MB programme is one year. Many things can happen during a year; therefore, detailed and nuanced terms and conditions are applied.

When the set criteria are met, a substantial one-off reward is offered to the participants in MB programmes. This influences their behaviours, and therefore strict control and governance of the entire bonus process is a must.

The complex set of terms, the one-off nature and the monetary significance of MB programmes drive very intense interactions between the participants and the company.

The participants in the MB programme are typically managers, i.e., those who manage processes, people and other resources. The level of engagement of the line manager has a direct impact on the engagement of the employees he or she manages. Therefore, getting the MB process right has a significant effect on the level of trust of all employees.

The TS&A service includes the trust scanning and assessment of:

• communication materials about the MB programme,
• the written management bonus policy, procedure(s) and templates – if any,
• the current practice of governance, communication and management of the management bonus programme,
• the employee touchpoints in the current practice.

The results of the TS&A assessment are summarized in a confidential report, which also includes areas with further optimization potential. The report is presented and explained to the client.

Sales incentive plans are one of the most important tools in the hands of sales managers for driving the activities of their teams. Successful plans result in building profitable customer relations and realizing sales targets.

Sales incentive programmes offer a substantial compensation opportunity to sales professionals who meet their targets and the conditions of the sales incentive plan.

Sales incentive plans are typically organized over short time cycles. These can vary, depending on the industry and the sales channels, from weekly to quarterly schemes. This means that sales incentive programmes require regular interactions between salespeople and their managers.

The agenda of these interactions is of high importance for both parties. It drives very intense interactions between the participants and the company. Therefore, it is vital to ensure that interactions relating to the sales incentive programme are optimized in such a way as to enhance employees’ trust.

The TS&A service includes the trust scanning and assessment of:

• communication materials about the sales incentive programme,
• the written sales incentive policy, procedure(s) and templates – if any,
• the current practice of governance, communication and management of the sales incentive programme,
• the employee touchpoints in the current practice.

The results of the TS&A assessment are summarized in a confidential report, which also includes areas with further optimization potential. The report is presented and explained to the client.

The achievement of strategic targets requires companies to focus on their essential targets, to identify the key factors driving those targets and to work on the continuous improvement of these factors. Measuring and reporting progress is key for maintaining focus and a high level of energy and engagement in the teams involved.

When implemented rigorously and cascaded down to the level of each employee, this is a key enabler for the realization of targets.

Target setting and cascading is often linked to the company’s performance management process and variable pay (bonus) programmes.

There is a great deal at stake for both the company and the employees in setting and cascading targets and in measuring and reporting progress. This area generates many interactions with agendas of extreme importance for both parties. Therefore, it is vital to ensure that the interactions during target setting, cascading and other processes are optimized in such a way as to enhance employees’ trust.

The TS&A service includes the trust scanning and assessment of:

• communication materials about the target setting programme,
• the written target setting policy, procedure(s) and templates – if any,
• the current practice of governance, communication and management of target setting,
• the employee touchpoints in the current practice.

The results of the TS&A assessment are summarized in a confidential report, which also includes areas with further optimization potential. The report is presented and explained to the client.

Trust-scan the available documents (policy, communication materials, process templates etc.) and the process.

Identification of Employee Touch Points (ETP) in the performance management process. Trust-scan each ETP.

Assessment of the overall maturity level of the performance management policy and process and in depth analysis of the results of the trust-scans. Highlight the areas of improvement opportunities.

Present and enlighten the findings of the scan and the analysis.

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