Publications IPH Magazine IPH Magazine 13th: Annals Implementation Careers & Salaries: New Paradigms and Opportunities
- Editorial - 13th
- HEALTH MANAGEMENT: Efficiency, Innovation and Sustainability
- Health Management Focused on Efficiency, Innovation and Sustainability!
- CONGRESS FOR COST AND FINANCIAL MANAGEMENT
- Hospitals, networks and sustainability
- Cost Reduction through Process Review
- Integrating Business Management to the Assistance Management
- International experience on the compensation models
- The Future of Hospital System - The Sustainability Challenge of Small Hospitals
- Advances in Patient Safety: Indicators and Impact on Cost Assistance
- Prospects for Public Private Partnerships and the Partnership Arrangements with Health Social - Critical Analysis of the PPP Brazilian Experiences in Health
- ENGINEERING, ARCHITECTURE AND LOGISTICS CONGRESS
- Hospital Logistics: Intelligence at Service for the Health Manager
- PEOPLE MANAGEMENT AND LEADERSHIP CONGRESS
- Illusionist Performance: Transformation and Innovation in Tough Times
- Implementation Careers & Salaries: New Paradigms and Opportunities
- The Art of Leading Generations X, Y and Z - How to retain talent?
- Giving Back Over the Organizational Climate - Talent Retention Strategies
- Creative Practices to Innovate in HR
- HEALTH MANAGMENT CONGRESS
- Efficiency
- Efficiency (2)
- The Process of Change in Bolivia "Hospital Arco Iris" from Solid Hospital to Liquid Hospital
- PATIENT'S QUALITY AND SAFETY CONGRESS
- Impact of External Assessment in Brazil
- Impact of External Assessment in Brazil (2)
- Quality and impact of patient safety in the hospital financial result - Santa Casa de Misericordia de Maceió
- Quality and Safety Integration on Education Process
- Management
- The Apthapi as Innovation Strategy in the Humanization of Healthcare Hospitality
- The experience of the State Hospital Sumaré / Unicamp in management by care
- HOSPITAL HOTEL CONGRESS
- Hospitality in Patient Perspective
- Hospitality at the Service of Humanization
- Hospitality and Humanization
- Hospitals Infrastructure Trends aimed at Physical and Mental Comfort for Patients and Families
- The Multidisciplinary Integration of Beds Management as a Way to Seek Effectiveness
- Spirituality in Hospitals Focusing on Healthcare Hospitality
Implementation Careers & Salaries: New Paradigms and Opportunities
Alessandra Itri de Menezes
We can define Career and Salary Plan - PCS - as the set of rules governing the people management structure of a company. The PCS aims basically to provide employees growth and professional development; balance the organizational climate; structure the management of people; clarify the company's criteria in relation to wages and their respective positions; set working hours, ordinary and special, overtime; bonuses and extra benefits.
The PCS is important to ensure internal and external balance of positions and salaries, i.e., according to the reality of the labor market, finding the best way to motivate and retain talent, and protect the company from possible labor liabilities generated by the internal imbalance of salaries, differences that can bring people management issues with requests for equal pay, for example.
When we consider the implementation of a Career and Salary Plan, first, we think on how laborious is its preparation, which involves market research on applied salaries, specifying all positions and respective activities of all company.
Then we imagine that all employees feel motivated and will engage increasingly in the common goal to develop and grow the corporate and personal point of view.
However, the day-to-day shows that, after the implementation of PCS, the motivation is compromised and the PCS is seen as a problem and not as a solution and means of motivating and retaining talent.
This can occur for several reasons, but the main reasons involve:
- Failure in internal communication of the company, generating lack of clarity of information on the activities that each employee should play in their respective position and function;
- The use of "false promotion", moving an employee from a function (activity performed effectively) to another, but keeping him in the same position (depending on the classification) and with the same salary;
- "Create" very divided positions, in which, inevitably, developers will end up performing the same tasks, although in different positions;
Legally, the aforementioned problems, will eventually generate labor claims seeking almost always pay gap equalization, change of role and accumulation of roles, precisely because of the "confusion and mix of activities" that ends up forming when the Career and Salary Plan is not sufficiently clear and properly applied.
Specifically, in the health area we will have a higher probability of labor demands in the administrative area of the hospital or institution, but also in respect to the supervisor and coordinator positions, in this case involving doctors, nurses and other employees.
Today, likewise, two issues that generate controversy on the PCS are the need of being or not compulsory the approval of the Career and Salary Plan by the Ministry of Labor and Employment and the mandatory use of electronic clock, after the enactment of Decree 1,510 of MTE.
So in addition to discuss and clarify the possible risks the company is exposed to when you deploy the Career and Salary Plan, we want to provide mechanisms and solutions to prevent possible labor actions and greater effectiveness and efficiency in the implementation of the Career and Salary Plan.
Alessandra Itri de Menezes
Bachelor of Laws from Universidade São Judas Tadeu in 1997. Postgraduate in Law Work Material and Labor Process by the School of Law - ESA. Master's Degree in Labor Law from PUC / SP. Assistant teaching of labor law courses at ESA-SP.
Share
Send by e-mail: