Few jobs are as important and fundamental to an organization, yet unquantifiable than that of the human resource officer, who is dealing directly with a high number of employees. Humans are extremely complex beings to manage and the complexity is augmented when several of them are together in one place. It is the obligation of the HR officer to handle the many below and make them championed. Contemporaneously, the same HR officer will also need to handle the few but very powerful individuals above and make them feel championed among the workers. For such an officer, therefore, a regular pay would be impossible to quantify. It takes a combination of skill emanating from academic study, skill emanating from experience as well as personality traits that are beyond formal education. Further, the HR office is malleable and no singular period is congruent with another. Therefore, this is a job where the person-focused pay plan would function best.
The person-focused pay plan that would be suitable for the HR officer, would first begin with a minimum guaranteed package that takes into account academic qualification, the geographical area of operation and the necessary allowances. It would then need to expand to meet the specific in-service qualifications that the specific officer is found to have. For example, industrial action can be extremely expensive for a company and in some instances can even be crippling for an organization. Yet, the same can be forestalled by a combination of advocacy and negotiating skills within an HR officer. This is the kind of unquantifiable capabilities that would inform the person-focused pay plan. From the totality of the foregoing, whereas a person-focused pay plan package may be exponentially difficult to calibrate, within the job description of an HR officer with a large number of employees, it may be the only fair and effective pay package.
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