Dear All,
I'm a Chartered Accountant and working as a consultant in one of the leading IT companies. In my organisation, CAs have two types of function/grade, 1) Consultant 2) Support
Since the time I joined (3 years) every six months, organisation hires new CAs and allocates them to random grade. If at all there was a pay package diference among two, there used to be rationalisation procedure. With the rationalisation, salaries of 2 CAs recruited from campus but with different function used to be at par with each other.
In the recent campus placement, company changed the pay package of those in Support grade. The difference is very significant. We were hoping for a rationalisation; but that never happend.
I raised the concern with my HR and they are saying that it is possible for two candidates (Fresher from campus) in different profiles to have different pay package.
Please let me know if there's anything that can be done.
I have read that this is not right constitutionally.
Thanks & Regards
Sheli Sehrawat
From India, Calcutta
3I'm a Chartered Accountant and working as a consultant in one of the leading IT companies. In my organisation, CAs have two types of function/grade, 1) Consultant 2) Support
Since the time I joined (3 years) every six months, organisation hires new CAs and allocates them to random grade. If at all there was a pay package diference among two, there used to be rationalisation procedure. With the rationalisation, salaries of 2 CAs recruited from campus but with different function used to be at par with each other.
In the recent campus placement, company changed the pay package of those in Support grade. The difference is very significant. We were hoping for a rationalisation; but that never happend.
I raised the concern with my HR and they are saying that it is possible for two candidates (Fresher from campus) in different profiles to have different pay package.
Please let me know if there's anything that can be done.
I have read that this is not right constitutionally.
Thanks & Regards
Sheli Sehrawat
From India, Calcutta
Parity brings every employee in the same salary band but doesn't equate them. Minor differences are likely to remain. How does the performance management system work ? Is your firm using bell-curve ? There can be more than one reason to why the salaries are not matched.
From India, Mumbai
From India, Mumbai
Bell Curve is definately not the reason for different salary structure. The performance appraisal system is different from parity checks in my organisation. They run parallel to each other. The salary I am talking about is the entry level salary of a CA. Whenever a new batch joins at a package higher than earlier batches, the salary of earlier batches is revised (irrespective of the performance appraisal ratings).
From India, Calcutta
From India, Calcutta
Can there be any other logical reason.. I also want to share one inside fact that it was apparently done because of higher attrition rate in Support function. One HR even said that 2 freshers from same institute, irrepective of their marks/grades, may have different salaries (the difference in our case is 23%) if they are in different profiles. Is it right? Can I challenge this?
Please note that the work timings, challenges faced etc. is all the same in two profiles.
Please help.
From India, Calcutta
Please note that the work timings, challenges faced etc. is all the same in two profiles.
Please help.
From India, Calcutta
The cost per hire with each new hire accelerates in your firm. This is a recruitment strategy, where they spend more to bring a new talent in the firm and eventually plans to bring in a parity. However, the absence of parity , as mentioned by you , is a defect . How were the salaries to the ones who joined before you matched to yours? If the amount of work and quality parameters remain same for everyone , this is flawed for sure.
I request our experts to comment on how to approach this situation .
From India, Mumbai
I request our experts to comment on how to approach this situation .
From India, Mumbai
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Campus Recruitment-Tre nds Strategies Lessons.ppt
Annexure II - Campus Recruitment Drive.pdf