Reference no: EM132886350

For more than 15 years you have been a human resources manager at a regional health centre that employs a combination of unionized and non-unionized workers. Your company is home to more than 300 employees, ranging from doctors and to nurses, to caretakers, clerks and administrators.

The hospital has been affected deeply by government cutbacks in funding and rising costs of carrying out core business, leading to a reduction in employee morale and a rise in burnout-related stress leave and employee attrition. The result is a skills shortage and an inability to recruit employees as compared to competitor firms. You have already rationalized your approach to demonstrating the need for a new total rewards system, and now will build on that work, and you have also prepared a communication to the stakeholder group outlining your intentions.

As your next step, you will undertake some analysis on how to best align current job evaluation processes to your new proposed rewards system.

For discussion:

Outline the 8-10 key questions that the HR team will walk through in order to determine a fit between the current job evaluation process and your proposed model.