薪資行政中英文規(guī)章制度

1、.：.；薪資行政中英文規(guī)章制度總論公司有意將其薪資水準(zhǔn)與那些同在-個(gè)勞動(dòng)市場(chǎng)增取人才的薪資水準(zhǔn)較好的公司，使水準(zhǔn)相近。為達(dá)成這項(xiàng)承諾，公司必須適當(dāng)?shù)膱?zhí)行四項(xiàng)主要任務(wù)：l、職位評(píng)鑑 透過一定程序來決定某一任務(wù)在公司內(nèi)與其他一切任務(wù)之間的相對(duì)價(jià)值：任務(wù)的評(píng)鑑與在此職位上的人員才干背景均無關(guān)。2、任務(wù)評(píng)價(jià) 了解在勞動(dòng)力市場(chǎng)上其他僱主所支付同類任務(wù)的薪資水準(zhǔn)及稫利的價(jià)值。3、績(jī)效考核 考核在每一任務(wù)職位上人員的任務(wù)表現(xiàn)。4、薪資行政 必要的程序及指導(dǎo)原則用來決定每位員工由於考績(jī)、升遷或其他的調(diào)整緣由所呵斥的加薪。這是主管的責(zé)任保證每項(xiàng)任務(wù)都經(jīng)過適當(dāng)?shù)姆诸?，考慮在適當(dāng)?shù)臅r(shí)閒做薪資調(diào)整，所給予員工加薪的多

2、少反應(yīng)在該員工的任務(wù)表現(xiàn)上。另外人力資源部準(zhǔn)備有單獨(dú)的小冊(cè)子說明主管人員及非主管人員的薪資行政辦法提供相關(guān)員工參考。職位評(píng)鑑每一項(xiàng)職位及其等級(jí)都依據(jù)該任務(wù)對(duì)公司勝利的潛在影響力做評(píng)鑑。這個(gè)評(píng)鑑過程包含仔細(xì)的分析此職位的設(shè)立目的及主要任務(wù)內(nèi)容、職務(wù)功能、執(zhí)行此任務(wù)任務(wù)所帶來的困難程度。這項(xiàng)分析重點(diǎn)放在對(duì)此職位的要求與其他職位做比較的關(guān)係。對(duì)此任務(wù)的研討分析及評(píng)量都與在此職位上的人員無關(guān)。當(dāng)有新的職位產(chǎn)生或組織中某些單位有艱苦改變，都需求重新做職位評(píng)鑑。此外，一切職位都應(yīng)該每三年做一次評(píng)鑑，找出任務(wù)內(nèi)容中顯著改變的部份加以更新使評(píng)鑑後的職位任務(wù)內(nèi)容是最近的，也是最正確的。透過人力資源專員的協(xié)助，各

3、部門開始做任務(wù)評(píng)鑑，評(píng)鑑結(jié)果送交人力資源部及工業(yè)工程部審核。人力資源部參與審核的目的是協(xié)助確保整個(gè)公司一切任務(wù)職位的評(píng)鑑標(biāo)準(zhǔn)一致性。工業(yè)工程部參與審核的目的是協(xié)助確保任務(wù)的變動(dòng)及重新分派均能附合對(duì)公司業(yè)務(wù)有附加價(jià)值的目標(biāo)。人事評(píng)審委員會(huì)將依據(jù)最後審核的評(píng)鑑結(jié)果，核淮職位任務(wù)評(píng)鑑。在任務(wù)評(píng)鑑中主要考量的要素是專業(yè)知識(shí)、問題解決及責(zé)任。專業(yè)知識(shí)是指包含要達(dá)成滿意的任務(wù)表現(xiàn)所需求的一切知識(shí)及技藝。用三個(gè)構(gòu)面來評(píng)量專業(yè)知識(shí)程度高低：專業(yè)技術(shù)的深度，管理幅度、人際關(guān)係技藝。問題解決的評(píng)量是針對(duì)在任務(wù)時(shí)所需求自動(dòng)自發(fā)的思攷才干，如分析力、評(píng)估力、創(chuàng)意力、邏輯推理才干及決策才干。這項(xiàng)職位任務(wù)上所會(huì)面臨的思攷

4、環(huán)境及挑戰(zhàn)時(shí)，所應(yīng)有的問題解決才干。責(zé)任的評(píng)量是指此職位所負(fù)於可以獨(dú)立自在行使的權(quán)利，如一年可支用的預(yù)算金額有多少，此職位任務(wù)結(jié)果的管理及影響程度大小。三、薪資等級(jí) 將任務(wù)性質(zhì)類似責(zé)任相近的職位歸為一等級(jí)，評(píng)鑑方式用點(diǎn)數(shù)高低來做歸類等級(jí)，再將此點(diǎn)數(shù)等級(jí)轉(zhuǎn)換成薪資等級(jí)。員工有權(quán)知道他的職位任務(wù)被評(píng)鑑為那個(gè)薪資等級(jí)。薪資等級(jí)決定一個(gè)職位任務(wù)，公司要支付多少薪水。每一薪資等級(jí)都有金額大小級(jí)距，也就是說每一薪資等級(jí)中有最低金額及最高金額規(guī)定。在薪資等級(jí)中最低到最高金額之間的錢，員工可依據(jù)任務(wù)績(jī)效表現(xiàn)好壞在其薪資級(jí)距中逐漸、正常的調(diào)整薪資。這項(xiàng)分析著重在此職位任務(wù)被公司業(yè)務(wù)需求程度與公司其他一切任務(wù)之間

5、的相對(duì)關(guān)係。針對(duì)任務(wù)本身的分析研討及評(píng)量，而與在此職位上任務(wù)的員工無關(guān)。除非因?yàn)樵谕恍劫Y等級(jí)上年資過長(zhǎng)的關(guān)係外，普通在此薪資等級(jí)的員工薪水很少達(dá)到此薪資級(jí)距的最高點(diǎn)，通常員工在升到某一薪資等級(jí)之前就己被負(fù)於較大的職責(zé)任務(wù)。員工薪水假設(shè)達(dá)到其所屬薪資級(jí)距的最高點(diǎn)，不會(huì)核淮任何加薪申請(qǐng)。四、任務(wù)在市場(chǎng)上的價(jià)格為維持薪資結(jié)構(gòu)能適度反應(yīng)外界勞動(dòng)市場(chǎng)的薪資水準(zhǔn)，透過市場(chǎng)調(diào)查了解並重視外界願(yuàn)意支付同一類型任務(wù)的薪資水準(zhǔn)。公司每年至少參加三次以上的市場(chǎng)調(diào)查。有些市場(chǎng)調(diào)查的項(xiàng)目屬普通性及包含許多不同類型的任務(wù)。有些市場(chǎng)調(diào)查特別針對(duì)與我們公司產(chǎn)品有競(jìng)爭(zhēng)性的公司及產(chǎn)業(yè)，某些職位大家在勞動(dòng)市場(chǎng)上相互挖角爭(zhēng)取的任務(wù)

6、人員如會(huì)計(jì)、工程師或資訊人員。假設(shè)現(xiàn)有的市場(chǎng)調(diào)查無法提供適當(dāng)?shù)馁Y訊，人力資源部將直接或透過外界顧問公司做市場(chǎng)調(diào)查。為防止重覆作業(yè)及確保協(xié)調(diào)一致性，人力資源部統(tǒng)籌辦理一切對(duì)外的市場(chǎng)調(diào)查。五、績(jī)效考核主管人員及非主管人員分別有不同的績(jī)效考核制度設(shè)計(jì)，用來將績(jī)效成果做為決定薪資能否調(diào)整的重要參考要素。主管人員歸類為不適用於加班費(fèi)規(guī)定的人員類別，非主管人員歸類為適用於加班費(fèi)規(guī)定的人員類別。非主管人員的績(jī)效考核時(shí)間是在新進(jìn)人員引介的檢查表中規(guī)定，試用期三個(gè)期滿的考核，接著三個(gè)月的任務(wù)才干進(jìn)展的考核，以後就是下次年度調(diào)薪前的考核。主管人員的績(jī)效考核時(shí)間是在其年度調(diào)薪前的考核。程序 非主管人員的績(jī)效考核是用

7、任務(wù)內(nèi)容表格及人事紀(jì)錄表格。主管人員的績(jī)效考核是用任務(wù)內(nèi)容表格及主管管理考核表格。 在一切的狀況下，任務(wù)內(nèi)容表格是在開始實(shí)施考核程序之前用來決定主要的任務(wù)責(zé)任是什麼。評(píng)分程序應(yīng)該經(jīng)過主管與部屬雙方達(dá)成共識(shí)，並贊同在那些任務(wù)責(zé)任方面加重計(jì)分。員工績(jī)效表現(xiàn)就以雙方共同認(rèn)可的項(xiàng)目及要素來做評(píng)分考核的依據(jù)。雙方共同建立下次考核期間的目標(biāo)，以改善任務(wù)績(jī)效及開發(fā)員工的潛力。薪資行政中主要的目標(biāo)是配合績(jī)效考核制度公平公正的運(yùn)用：1、溝通 績(jī)效考核制度提供一個(gè)基礎(chǔ)讓主管與部屬清楚藉由對(duì)任務(wù)責(zé)任及期望的績(jī)效成果的溝通達(dá)成雙方的了解。2、動(dòng)機(jī) 每位主管都有責(zé)任激勵(lì)員工以提高員工的任務(wù)效率?？?jī)效考核制度提供教導(dǎo)員工

8、的基礎(chǔ)，透過教導(dǎo)員工個(gè)人改善績(jī)效進(jìn)而改善員工個(gè)人及部門整體的業(yè)績(jī)表現(xiàn)。員工本人無法改善除非主管明確告訴他任務(wù)中的優(yōu)缺點(diǎn)及努力改善方向。3、人力開發(fā) 另外一項(xiàng)主管的責(zé)任是協(xié)助員工的發(fā)展以便讓員工能升遷到更高階層的職缺?？?jī)效考核制度提供協(xié)助員工個(gè)人他希望提升事業(yè)成長(zhǎng)的指導(dǎo)原則?？?jī)效考核制度也提供人力庫資訊以因應(yīng)員工退休、員工離職及組織擴(kuò)充所需求的人力規(guī)劃。另外考核資料也可利用來檢驗(yàn)任用招募時(shí)的測(cè)驗(yàn)題能否實(shí)用，找出真正的訓(xùn)練需求，選擇參加訓(xùn)練課程的人選。六、主管人員的薪資行政指導(dǎo)績(jī)效考核調(diào)薪主管人員包括直接向總經(jīng)理呈報(bào)的一級(jí)主管，只需其目前薪在其所屬職位等級(jí)的薪資級(jí)距之中及中上等的績(jī)效攷核成績(jī)才會(huì)被

9、攷慮調(diào)薪。對(duì)於任務(wù)績(jī)效表現(xiàn)傑出，而且其目前薪水在其所屬職位等級(jí)的薪資級(jí)距之中位於低處，本政策會(huì)考慮給這位主管多次且大幅度的調(diào)薪。升遷調(diào)薪當(dāng)新任務(wù)比原任務(wù)的薪資等級(jí)至少高一等級(jí)，會(huì)考慮升遷調(diào)薪，亦即現(xiàn)有薪水位於新職位的薪資級(jí)距中低處的三分之一的範(fàn)圍內(nèi)。假設(shè)現(xiàn)有薪水位於新職位的薪資級(jí)距中高處的三分之一的範(fàn)圍內(nèi)或只變職稱未改變薪資等級(jí)時(shí)，沒有升遷調(diào)薪。但是，原來正?？己藭r(shí)程能夠因?yàn)槁毞Q變更而提早。攷核日期本政策也提供某些程度的彈性，將變動(dòng)的環(huán)境狀況列入考慮，做調(diào)薪日期提早或延後，例如要抑制因勞動(dòng)市場(chǎng)變化所呵斥的薪資問題，或任務(wù)績(jī)效改變，或主管之間薪資差異太大。高階主管的薪資檢討將在較大的範(fàn)圍基礎(chǔ)內(nèi)考

10、量。行政程序在該主管預(yù)定調(diào)薪生效日期前三個(gè)月的月中將薪資調(diào)整建議表送人力資源部。由人力資源部負(fù)責(zé)處理此調(diào)薪建議案的核淮程序，預(yù)定在調(diào)薪生效日前一個(gè)月的第一個(gè)上班日公司核淮此調(diào)薪建議案。調(diào)薪建議案在核淮過程中必須附帶完好的績(jī)效攷核表。七、非主管人員的薪資行政指導(dǎo)1、績(jī)效考核調(diào)薪非主管人員的考核調(diào)薪，只需其目前薪水在其所屬職位等級(jí)的薪資級(jí)距之中及中上等的績(jī)效攷核成績(jī)才會(huì)被攷慮調(diào)薪。調(diào)薪建議案在核淮過程中必須附有績(jī)效攷核資料，兩項(xiàng)資料應(yīng)顯示在人事記錄表格中一併送出。升遷調(diào)薪當(dāng)新任務(wù)不需求嘗試期也不需求年資，比原任務(wù)的薪資等級(jí)至少高一等級(jí)，會(huì)考慮升遷調(diào)薪，亦即現(xiàn)有薪水位於新職位的薪資級(jí)距中低處的三分之

11、一的範(fàn)圍內(nèi)。主管將薪資調(diào)整建議及升遷理由填寫在人事記錄表格上送交人力資源部辦理核淮事宜。當(dāng)升遷時(shí)機(jī)剛好遇到該員工預(yù)定的績(jī)效考核曰期或被升遷的員工過去十二個(gè)月沒有做過績(jī)效考核時(shí)，在送調(diào)薪建議時(shí)應(yīng)同時(shí)附上績(jī)效考核表。同時(shí)任務(wù)內(nèi)容表格在一切升遷生效日前應(yīng)填寫完成，以確保每位員工知道新任務(wù)所期望的任務(wù)表現(xiàn)是什麼。職稱變更也要運(yùn)用同樣的行政流程，不論是有升遷與否。加速薪資調(diào)整當(dāng)實(shí)質(zhì)上的不公平現(xiàn)象產(chǎn)生，能夠會(huì)考慮調(diào)薪，例如在同事間發(fā)生績(jī)效一樣或跳級(jí)攷核時(shí)，同事之間薪資差異太大。主管送人事記錄表格中說明調(diào)薪建議的緣由，並應(yīng)同時(shí)附上績(jī)效考核表。延後薪資調(diào)整當(dāng)薪資調(diào)整延後是由於任務(wù)績(jī)效不佳、或試用期延長(zhǎng)、或因?yàn)?/p>

12、請(qǐng)長(zhǎng)假，主管送人事記錄表格及下次考核日期，附上延後調(diào)薪建議的說明。假設(shè)延後緣由是由於任務(wù)表現(xiàn)不佳，一定要附上績(jī)效考核表。 當(dāng)請(qǐng)假超過四週以上，考核曰期延後到員工回到任務(wù)崗位。調(diào)薪生效日延後到該員工結(jié)束假期的下一個(gè)月一號(hào)生效。當(dāng)請(qǐng)假超過三個(gè)月，主管可選擇延後考核日期，延後時(shí)間與請(qǐng)假時(shí)間一樣，為重新觀察該員工的績(jī)效表現(xiàn)。這種做法對(duì)於重返公司，但擔(dān)任新職的員工或請(qǐng)假前績(jī)效攷核紀(jì)錄不詳?shù)膯T工特別有用。行政程序主管的調(diào)薪建議案應(yīng)在預(yù)定調(diào)薪生效日期前四週前送人力資源部，才有足夠的時(shí)間進(jìn)行核淮的程序。調(diào)薪生效日在考核日期的當(dāng)月或前一個(gè)月的一日。雖然提示留意預(yù)定考核的通知大約在考核日期的前六週發(fā)出，但主管依然

13、有責(zé)任確保每位員工的薪水都在適當(dāng)?shù)臅r(shí)間遭到調(diào)整。員工直屬主管應(yīng)事先與人力資源部諮商後，再填寫調(diào)薪建議案。為什麼需求與人力資源專員事先洽談的緣由是要維持公司內(nèi)一切部門調(diào)薪政策的一致性。主管會(huì)透過調(diào)薪通知的薪資袋知道其建議的調(diào)薪核淮通知。主管應(yīng)先確認(rèn)調(diào)薪的金額能否正確，在實(shí)際發(fā)薪前正式通知接受調(diào)薪的員工。調(diào)整薪資 當(dāng)薪資級(jí)距調(diào)高，有些員工的薪水會(huì)低於他所屬薪資等級(jí)的新薪資級(jí)距的最低金額，這些員工的薪資就應(yīng)該調(diào)高。人力資源部準(zhǔn)備這些員工的名單，將這些員工薪資調(diào)整到新薪資級(jí)距的最低金額。除非主管主動(dòng)通知人力資源部某位員工任務(wù)表現(xiàn)太差，不給予調(diào)整外，其餘員工將如期調(diào)整。有些有經(jīng)驗(yàn)員工的薪水能夠只比新的薪

14、資級(jí)距的最低金額高出一點(diǎn)點(diǎn)，只需在公司預(yù)算許可下，這些員工薪資也應(yīng)該調(diào)整，以尊重他們的年資。很重要的是這次薪資調(diào)整不影響下次預(yù)定的薪資調(diào)整曰期。八、試用期間 員工在試用期間不得薪資調(diào)整。假設(shè)公司安排的薪資調(diào)整時(shí)間，剛好是某些員工正在試用期間，薪資調(diào)整時(shí)間自動(dòng)延後。假設(shè)員工在試用期間有顯著的進(jìn)步以及其他要素許可下，人力資源部可以要求該員工在試用期滿後做薪資調(diào)整。當(dāng)員工在建議調(diào)薪生效曰之前安排試用期，主管應(yīng)主動(dòng)通知人力資源部取銷建議調(diào)薪案。在試用期間結(jié)束前，調(diào)薪生效日不會(huì)追溯執(zhí)行。 SALARY ADMINISTRATIONI. GENERAL. The Company intends that

15、its rates of pay be commensurate with those of better paying companies in the markets in which it competes for people. The proper implementation of four major activities is necessary to fulfill this commitment: 1. Position evaluation.The process of determining the relative value of one job to all ot

16、hers in the Company : the job is evaluated without reference to the incumbent. 2. Job pricing.The determination of the rates of pay and the value of benefits offered by other employers in the labor market. 3. Performance appraisal The measurement of the performance of the incumbents of each job. 4.

17、Salary guidelinesThe procedures and guidelines necessary to determine the increase of each individual by reason of a merit review, promotion or other adjustment.It is the responsibility of the supervisor to assure that each job is properly classified, that salary reviews are considered at the proper

18、 time and that increases reflect individual performance. Separate booklets for employees describing the management personnel and non-management personnel salary administration programs are available from the HR Department.II. POSITION EVALUATION. Every position is evaluated and ranked based on its p

19、otential impact on the success of the Company. This process involves a careful analysis of the purpose and principal functions of each position as well as the degree of difficulty imposed by the responsibilities of that job. The analysis focuses on the demands of the position in relation to those of

20、 all other positions. The job is studied and measured - not the person in it. Positions are evaluated whenever new ones are created or when there is a significant change in the organization of a unit. In addition, all positions are reviewed every three years to identify subtle changes in job content

21、, verifying that the evaluation is current and correct. Evaluations are initiated by the department through the HR officer, then sent to I.E. Department and HR Department for final evaluation. The involvement of the HR Department helps to insure consistency in approach throughout the entire Company,

22、 that is, internal equity among all positions. 1.E. Department involves to make sure that the job change or reassignment is in line with the concept of value added to the Companys business. The Personnel Committee will approve the evaluation of the positions in accordance with the results of the fin

23、al evaluation. The major factors considered in the evaluation are know-how, problem solving and accountability. Know-how is the sum total of all knowledge and skills, however acquired, needed for satisfactory job performance. It is measured in three dimensions: technical depth, managerial breadth an

24、d human relations skills. Problem solving is the amount of original self-starting thought required by the job for analyzing, evaluating, creating. reasoning and making decisions, that is, the thinking environment and the thinking challenge applicable to that position. Accountability measures the fre

25、edom to act independently within a given position, the annual dollar amount controlled or managed and the impact of the position on end results.III. SALARY GRADES Jobs which are similar in responsibility as expressed by the point value derived from the evaluation are grouped into salary grades. Empl

26、oyees are entitled to know the grades to which their jobs are assigned. The salary grade determines how much is paid for a position. Each salary grade has a dollar range with a minimum and a maximum. The spread between the minimum and the maximum dollar amount of a grade allow a normal progression o

27、f increases in salary within a grade on the basis of job performance. Salaries seldom reach the top of the range unless length of service is predominant, for employees usually are assigned to positions with greater responsibility before that time. No increase which would bring the salary above the m

28、aximum of the ranges will be approved.IV. JOB PRICING To maintain a salary structure that properly reflects the outside labor market, considerable attention is given to external job pricing through salary surveys. The Company participates in about three and more surveys each year. Some are general a

29、nd cover a great number of jobs. Others are specific to the industries in which we compete to particular kinds of work such as accounting, engineering or data processing. When suitable data cannot be located in established survey, the HR Department conducts its own surveys either directly or through

30、 outside consulting firms. To prevent duplication and insure coordination, surveys may be initiated only by the HR Department.V. PERFORMANCE APPRAISAL The separate Performance Appraisal Systems, designed for the management personnel and non-management personnel, are the means by which performance en

31、ters into the determination of salaries. The management personnel are classified as exempt employees who are not eligible for requesting overtime payment. While the non-management personnel are classified as non-exempt employees who are eligible for requesting overtime payment. The performance of no

32、n-exempt employees is reviewed after three months of employment on the orientation checklist and three months progress report and thereafter at the time of their scheduled salary increases. The performance of exempt employees is rated at the time of their scheduled salary increases.* Procedure. The

33、performance of non-exempt employees is evaluated by utilizing the Job Content Form and the Personnel Record Form . Exempt employees are rated using the job Content Form and the Management Appraisal Form. In all cases. the job Content Form is used to determine primary job responsibilities prior to th

34、e appraisal process. The rating procedure requires supervisors and subordinates to agree on and weigh specific responsibilities which comprise an employees job. An evaluation is then made of the employees performance n these factors. Goals are mutually established for the next review period to impro

35、ve performance and develop the employees potential. Significant objectives in addition to salary administration are met with the conscientious use of the Performance Appraisal System: 1. Communication. Performance appraisal provides the basis for establishing a clear understanding between the superv

36、isor and the subordinate about the responsibilities of the job as well as the expected results. 2. Motivation. Every supervisor is responsible for stimulating an increasingly effective level of performance by the employee. Appraisal procedures provide the basis for coaching which can improve individ

37、ual as well as departmental results through better individual performance. Individuals cannot improve unless they are made aware of the strong and weak points in their work efforts. 3. Manpower Development.An additional managerial responsibility is the development of employee to fill vacancies at hi

38、gher levels. Appraisals provide the guidance for individuals who want to acquire the background to promote career growth. Appraisals also contribute to an inventory of manpower which facilitates the planning required by retirements, terminations and expansion. Appraisal data is utilized in the valid

39、ation of employment tests as well as the identification of training needs and the selection of candidates for training programs.VI. SALARY GUIDELINES for EXEMPT 1. Merit Increases. For exempt employees up to the rank of direct report to General Manager, merit increases are considered at intervals de

40、termined by the position of salary within the range and level of performance. This policy provides more frequent consideration of salaries and larger increase opportunities for superior performers in the lower portions of their salary ranges. 2. Promotion Increases. These may be considered when the

41、new job is at least one grade higher than the present job, provided the current salary is within the lower two-thirds of the new range. Promotional increases are not granted when the salary falls in the upper third of the new range or by reason of a change in title without a change in grade. However

42、, a regularly scheduled review may be accelerated to coincide with a title change. 3. Review Dates. Flexibility is also afforded by provision for the acceleration or deferral of increases to take changing circumstances into account, for example, overcoming a salary problem created by the labor marke

43、t, a change in job performance as well as an inequity between individual exempt employees. The salaries of senior management personnel and higher ranking officers are reviewed on a broader scale. 4. Procedure. On approximately the fifteenth of the month. three months prior to the effective date of t

44、he exempt employees scheduled review, copies of salary review sheets are sent to HR for recommendations. These recommendations are due for approval in HR Department on the first business day of the month preceding the month in which the actions are to be effective. Merit salary increase recommendati

45、ons are processed only if accompanied by a completed performance appraisal form.VII. SALARY GUIDELINES for NON-EXEMPT 1. Merit Reviews. These are conducted at intervals determined by the position of salary within the range and level of performance. Performance appraisals must accompany salary recomm

46、endations for merit reviews, both of which are submitted on Personnel Record Form. 2. Promotion Reviews. No trial period is required in the new job nor are there length of service requirements for a promotional increase. Increases may be granted for promotions to a job at least one grade above the p

47、resent position provided the salary is within the lower two-thirds of the new range. Supervisors submit salary recommendations and reasons for promotions on Personnel Record Form for approval by the HR Department. Performance reviews are required when promotions occur in conjunction with scheduled s

48、alary reviews or when promoted employees have not been appraised in the last twelve months. However, the Job Content Form should be completed in the case of all promotions to insure that the employee knows what is expected in the new position. A change in job title should be processed whether or not

49、 a promotion is involved. 3. Accelerated Reviews. Merit increases may be accelerated when a substantial inequity exists, such as a significant salary disparity between peers when performance is equal or a skipped review. The supervisor initiates the recommendation by submitting Personnel Record Form

50、 with the reasons for the action, as well as a completed performance appraisal. 4. Deferred Reviews. When a salary increase is deferred as the result of job performance, probation or a leave of absence, the supervisor submits Personnel Record Form and the next review date as well as the reason(s) fo

51、r the deferral. A performance appraisal must accompany a deferral due to performance. When a leave of absence is longer than four weeks, the review is deferred until the employee returns. The effective date of the increase is the first day of the month following the leave. When a leave exceeds three

52、 months, a supervisor has the option to defer the review for a period up to the length of the leave in order to evaluate the employees performance. This option is especially useful when the returning employee is in a new assignment or had an uncertain record prior to the leave. 5. Procedure. Salary

53、increase recommendations of supervisors should be submitted to the HR Department at least four weeks prior to the effective date to allow sufficient time for processing and approval. The effective date of a salary increase is the first day of the month prior to or coinciding with the review date. Although reminders of scheduled reviews are issued approximately six weeks in advance of review dates, it remains the responsibility of the supervisor to insure that the salary of each employee is reviewed at the proper time. Salary review are signed by the supervisor-in-charg