Sushma Industries.docx

General Trends     

No employee gets both special allowances and ESIC, except in some cases where ESIC is very low compared to others. Lesser the tenure of the employee in the company, lesser is the gratuity. For most of the employees, gratuity fund is 2% of gross income and Diwali bonus is 4% of the gross income. Conveyance allowance for almost all of the employees is the same except a few cases where, if HRA is zero, it is very less or even zero. Another general trend says, as the gross pay increases, all the flexible compensation variables viz., Medical allowance, LTA and Special allowance increase, with a subsequent decrease in the percentage of Diwali bonus and Gratuity fund decreases.

Designation wise trend analysis     

Critical talent doesn’t have much to do with the salary, unless the employee is recruited by Suveer, with a tenure of less than five years. This is reinforced by the analysis that if tenure of an employee is up to four years they are all critical talents. Despite being critically talented, the pay is still low for those people, compared to people with less talent. But, the difference is not so high(about 500-1000 only) Work experience and age don’t seem to have a big role to play in the salary structure. There are a few anomalies where the assistant/subordinate earns more than the manager despite having equivalent experience.

Job evaluation coefficient based trend analysis   

Job evaluation coefficient is not affecting salary structure in an even fashion. Between design engineers, for instance, with the same JE coefficient, there is a salary difference of almost 50%. Another case, between service engineers, even for similar ratings, pay is much different and cannot to be attributed to anything.

Based on case facts about the restructured organizational structure and from the data given, after a department wise analysis the following hierarchy is drawn