Reference no: EM133677256

Question 1- Since 2022, many organizations are struggling to come back to market after a period of economic meltdown. While companies are trying to minimize cost and maximize profitability, Recruitment is an area that is challenged by such an approach which does not focus on quality of employees, but on their base pay. The less the better. As a total rewards specialist please explain in terms of supply and demand of jobs and applicants in the current labor market. How can you meet such requirement. 10 grades

2- In response to emerging digital demand for new skills, the manufacturer spearheaded its initiative to review existing talent strategies and make amendments to meet the current competitive market. The team focused primarily on digital tools, solutions, competencies, culture and leadership transformation. HR leaders worked to design the positioning and framework for the company's digital talent development plan with an initiative called DigiTalent. However, the team encountered some key challenges and questions along the way, including:

How should we identify the talent needed for digital transformation?
Where can we find this qualified talent?
The current total rewards package for digital talent does not match benchmark offerings in the market. How can we adjust our package effectively?
How should we design career development paths for future talent, specifically for technical roles? ( 10 grades )
3- This project covered nine positions in production and seven positions in the warehouse in two different markets. The company had a step pay
program which had been in place for four years at the time of the project. They had not adjusted their rates since the program was put in place,
and had only added more step pay levels to the end of the system. The company had two job levels in one location and three job levels in another. Employees were started at different rates depending on their
position level. There were a total of 13 very aggressive step pay increases that were causing employees to "max out" at six years on the job. Employees were hitting the average market rate at two years on the job. Costs were escalating quickly and at twice the rate of normal merit increases. Performance appraisals were conducted but not tied to pay.
Production management was not on board with the review of the program. Rather, the program review was being driven by the company's Human Resources department.