Individual competence. The personal salary element of a salaried employee shall be determined according to the em- ployee’s competence and job performance. These factors shall be systematically evaluated by supervisors in the workplace. The federations have prepared evaluation formats for companies to select or adapt according to the circumstances in the workplace. A company may also use other systems of evaluation. The federations note that the criteria for measuring personal qual- ities should support the operating methods and objectives of the company, and that the com- mitment of salaried employees is best achieved when competence is evaluated through co- operation and when the grounds for competence and performance are explained in advance to salaried employees and their representatives. Evaluating competence and job performance is a natural part of discussions between supervi- sors and subordinates. Such appraisals will promote the growth of salaried employees’ voca- tional competence, for example through individual education and development plans. Following the first evaluation of competence held within six months of starting employment, the personal salary element shall be not less than four per cent of the salary for the job re- quirement of the duties concerned. The sum of the salary elements determined according to personal competence for salaried employees in each company shall be no less than seven per cent of the sum of the salary elements based on the job requirement for the duties of all salaried employees falling within the scope of the salary system. This review shall disregard the personal salary components of salaried employees insofar as these exceed 25 per cent. Implementation of the foregoing shall be verified annually after implementing the salary increases stipulated in the collective agree- ment. Satisfaction relating to salary and the pay system can be promoted by increasing knowledge relating to the basic salary and the performance. Performance appraisals are a natural event to discuss how the company applies the pay system and how the salaried employee should develop their competence or performance to guide the salary development. Especially, receiv- ing feedback and understanding the effect of one's own performance on the salary, improve salary satisfaction but also commitment to the organisation and development positive atmos- phere. Salaried employees shall be entitled to know the job requirement category of their duties, to- gether with the personal salary element and how this is determined.
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Samples: Protection Against Dismissal and Agreement, proliitto.fi
Individual competence. The personal salary element of a salaried employee shall be determined according to the em- ployeeemployee’s competence qualifications and job performance. These factors shall be systematically evaluated by supervisors in the workplace. The federations have prepared evaluation formats for companies to select or adapt according to the circumstances in the workplace. A company may also use other systems of evaluation. The federations note that the criteria for measuring personal qual- ities qualities should support the operating methods modes and objectives of the company, and that the com- mitment commitment of salaried employees is best achieved when competence is evaluated through co- co-operation and when the grounds for competence and job-performance are explained in advance to salaried employees and their representatives. Evaluating competence and job performance is a natural part of discussions between supervi- sors supervisors and subordinates. Such appraisals will promote the growth of salaried employees’ voca- tional competenceemployee vocational expertise, for example through individual education and development plans. Following the first evaluation of competence held within six months of starting employment, the personal salary element shall be not less than four per cent of the salary for the job re- quirement requirement of the duties concerned. The sum of the salary elements determined according to personal competence for salaried employees in each company shall be no less than seven per cent of the sum of the salary elements based on the job requirement for the duties of all salaried employees falling within the scope of the salary system. This review shall disregard the personal salary components of salaried employees insofar as these exceed 25 per cent. Implementation of the foregoing shall be verified annually after implementing the salary increases stipulated in the collective agree- mentagreement. Satisfaction relating to salary and the pay system can be promoted by increasing knowledge relating to the basic salary and the performance. Performance appraisals are a natural event to discuss how the company applies the pay system and how the salaried employee should develop their competence or performance to guide the salary development. Especially, receiv- ing feedback and understanding the effect of one's own performance on the salary, improve salary satisfaction but also commitment to the organisation and development positive atmos- phere. 76 Salary System Salaried employees shall be entitled to know the job requirement category of their duties, to- gether together with the personal salary element and how this is determined.
Appears in 1 contract
Samples: Collective Agreement
Individual competence. The personal salary element of a salaried employee shall be determined according to the em- ployee’s competence and job performance. These factors shall be systematically evaluated by supervisors in the workplace. The federations have prepared evaluation formats for companies to select or adapt according to the circumstances in the workplace. A company may also use other systems of evaluation. The federations note that the criteria for measuring personal qual- ities should support the operating methods and objectives of the company, and that the com- mitment of salaried employees is best achieved when competence is evaluated through co- operation and when the grounds for competence and performance are explained in advance to salaried employees and their representatives. Evaluating competence and job performance is a natural part of discussions between supervi- sors and subordinates. Such appraisals will promote the growth of salaried employees’ voca- tional competence, for example through individual education and development plans. Following the first evaluation of competence held within six months of starting employment, the personal salary element shall be not less than four per cent of the salary for the job re- quirement of the duties concerned. The sum of the salary elements determined according to personal competence for salaried employees in each company shall be no less than seven per cent of the sum of the salary elements based on the job requirement for the duties of all salaried employees falling within the scope of the salary system. This review shall disregard the personal salary components of salaried employees insofar as these exceed 25 per cent. Implementation of the foregoing shall be verified annually after implementing the salary increases stipulated in the collective agree- ment. Satisfaction relating to salary and the pay system can be promoted by increasing knowledge relating to the basic salary and the performance. Performance appraisals are a natural event to discuss how the company applies the pay system and how the salaried employee should develop their competence or performance to guide the salary development. Especially, receiv- ing feedback and understanding the effect of one's own performance on the salary, improve salary satisfaction but also commitment to the organisation and development positive atmos- phere. Salaried employees shall be entitled to know the job requirement category of their duties, to- gether with the personal salary element and how this is determined.
Appears in 1 contract
