The Value of Justice in relation to what was traditionally called the Administration of Wages and Salaries; and that later it has been called “Compensations”; it is very relative.
The relative thing of the subject is that it obeys to particular criteria, supported by referential criteria used within the business environment, but which are still particular criteria because they respond to the understanding and experience of the so-called specialists in Human Resources, not the Productivity specialists. o Business Strategy.
These criteria are hardly based on objective and reliable bases that can convince all employees and as a consequence generate more aggressive commitments in relation to productivity, based on personal and / or group efforts.
I once heard within the organization a Management Secretary express over the phone "I don't need the job"… after a smile she complemented with "I need the money".
Considering this reflection and using common sense, it is easy to understand that we all work for remuneration and that work is simply a means of obtaining it.
Under the traditional practices of Human Resources, it is very simple to assign values and evaluate wages and salaries, using the Sub-system of Administration of Wages and Salaries, with rigid schemes of Salary structures that allow to locate generic and standardized Job Names under criteria referential.
The referential criteria are supported by job descriptions, which functionally detail the activities or tasks performed in the jobs, as well as job profiles detailing the main competencies, knowledge, experiences and skills that the occupants of the job positions work must possess to be efficient in it and also by other criteria related to the structural conditions of the jobs.
The comprehensive review of these referential criteria allows classifying and classifying jobs in salary structures, which, under comparative premises, help to support the valuation of said jobs.
People's inherent aspects are also usually included in the analysis, for example. Seniority, performance evaluation results; appreciation of superiors, among others.
To properly use the benchmarks, in addition to these comparative aspects with similar or similar companies; or simply with similar or similar Job names, which often respond to other types of companies or industries; it is also important to consider the specific aspects inherent in the organization under study; Among them, the financial indexes related to productivity and profitability stand out.
All of this is complemented by the country's inflation rates and by labor market trends, sometimes even with international trends.
Without the desire to disqualify all these operational efforts, which respond to traditional practices of Human Resources Management, it is valid to ask yourself; What happens to the Management of Human Talent? How is the Potential of people quantified and qualified ?; How is value assigned to the Talent and Potential of the occupants of the Jobs ?; How fair is the remuneration?
Talent and Potential; are inherent aspects of the person, we can hardly classify, standardize and / or standardize these aspects. Creating a referential table to quantify and qualify it is more than an error, it is the simplest way to limit and demotivate it.
Human Resources Management systems must evolve towards Human talent Management systems; which means that all Sub-systems must evolve without exception.
In organizations with a strategic focus, the administration of wages and salaries in recent years has undergone important changes, the most notable is the importance given to variable wages, which goes beyond incentives and awards for achieving results, comes to become a functional scheme that allows aligning personal goals with organizational ones.
The essence of variable salaries is based on a series of commitments acquired with the results of the organization, where the collaborator feels co-participant from the beginning of the process, this level of involvement only occurs when the collaborator is part of the design of the plans, protagonist in the execution and support in the topics of supervision and control of the results.
If we consider these types of changes within the subsystem of administration of wages and salaries; if we pay more attention to the attitudinal and aptitude aspects of each of the collaborators in the execution of their tasks, the evaluation of the results and the remuneration of the efforts will be much more just.
Currently, the topic of Justice in Compensation Management is very relative; starting from the principle that "what is just is not the same"; the subject becomes much more complex than we imagine.
The importance of jobs is relative; It is relative to the approach or criteria that we want to give it; If our focus is operational and structural, Traditional Human Resources Management is sufficient to develop a management sub-system that allows us to be fair regarding issues related to basic and logical performance measurements.
If our approach is strategic and contemporary, Human Talent Management will be essential to design, implement and develop a management sub-system that will generate objectivity and satisfaction for all involved.
The relative importance of the jobs is given in relation to the contribution of the jobs to the Mission and the Organizational Vision.
