With the demand for more nutritional food options growing, Nutriment Biotech is positioned to become a leader in agricultural biotechnology. Nutriment is a start- up Biotech Company that is working to develop genetically engineered food crops that offer enhanced nutrition along with easier production for farmers. Emily Hart and Harold James established Nutriment as a research organization through national grant funding 5 years ago.
Nutriment is one of only a few agricultural biotechnology companies focused on enhancing nutrition in food crops. The company currently has an edge over competitors as their research has led to some scientific discoveries that now position them to grow their company significantly. As a result, Nutriment is ready to start hiring staff to get operations started. Emily and Harold have hired Jack Stewart, a human resource management consultant, to help them determine how to hire the most talented staff to grow their business.
Jack works mostly with start- up technology- based companies and plans to help Nutriment implement a recruiting and hiring plan, and establish their preliminary human resource management practices such as their pay structure. Nutriment has secured additional funding to allow them to ramp up full operations quickly. An analysis of their projected workload suggests they will need to hire approximately 15 new employees to get started.
They will need to hire not only 10 new scientists, but also many administrative staff members including a receptionist, an office manager, a lab man-ager, a marketing professional, and an accountant. As an experienced recruiter, Jack is confident that he will be able to quickly identify strong candidate’s man-ager, a marketing professional, and an accountant. As an experienced recruiter, Jack is confident that he will be able to quickly identify strong candidates for the administrative staff positions.
The current labor market works in Nutriments favor and there-fore, Jack will be able to easily generate a pool of qualified applicants. The scientists, on the other hand, will be challenging to find as they need specific expertise related to agricultural biotechnology and genetic engineering. The number of scientists with this combination of skills is limited, and the scientists are in demand by other competitors. However, Nutriment is located in a geographic area rich with research universities and other biotech firms, so
Jack is confident that they can attract a good pool of talent if they are able to offer an opportunity that is attractive to the scientists. To start the recruiting process, Jack must first establish a pay structure. Before he starts researching market rates, Jack plans to meet with Emily and Harold to establish pay level policies and discuss other strategic aspects of determining the compensation structure for the new employees. Nutriment must offer a pay pack-age that will allow them to attract and retain both the administrative staff members and the scientists.
Establishing the right pay practices will help assure the recruitment process allows them to put talent in place to position Nutriment for success. Questions: 1. What are some strategic considerations in establishing a pay structure at Nutriment? I would advise that defines an agreement structures to the level you want to give each position, this can be verified more easily with a well-established organigram, the payments are usually fixed, and the structure does not undergo many changes in staff increases also taking into account that employees will receive performance bonuses, merit, or any other system that uses the company. . Should Jack suggest a pay policy to lead, lag, or match the market? Explain your recommendation. I highly suggest starting with a pay per lead program if you are new in the market ,because the market is at a constant change, while most employers analyze their pay strategies once or twice a year. So how exactly do employers deal with this very important issue? Employers have to establish a pay policy. A pay policy’s main purpose is to illustrate in detail how an organization intends to react to the expected market changes and pressures.
An organization has three pay policies that can be implemented to deal with expected market changes, which include: whether to lead, match, or lag the market. When a company chooses to lead the market, the pay level should be above the market at the beginning of the year and equal to the market and the end of the year. Leading the market usually results in the retention and/or attraction of top candidates for the specific position offered or/and secured.
The match policy puts the pay level above the market for the first half of the year and below the market level during the second half of the year. The lag pay policy puts the pay level below the market all year round. Employers might have to take the lag approach because they simply cannot afford to pay above or match the market; might be able to pay below the market due to an abundance of labor; or, they are willing to tolerate the cost of paying below the market.
The process of originally establishing pay levels involves balancing internal equity; what the job is worth to the organization; and, the external competitiveness of an organization’s pay compared to the pay of other organization in the same industry. In my opinion, I never realized how much emphases and analysis on pay strategies and structures was needed in order to make an organization succeed. Now that I think about it, pay is probably the highest operating cost of an organization.
