The FINANCIAL — According to The FINANCIAL, salaries at Georgian companies increase on average 10-20% after promotion to a new position.
“Interpersonal skills really help employees to advance to a higher position within our company structure,” said Tamar Danelishvili, HR Manager at IBG. “The skills are of course different, depending on the person as well as the actual workplace but the main criteria are still somewhat the same: professional competence, responsibility, high performance and dedication to work,” said Danelishvili.
“Our company has specific requirements concerning an employee promotion. Minimum of 1 year work experience is compulsory and after this period our HR department together with the administration forms a meeting where we discuss the possibility of an employee’s promotion and increase of his/her salary.”
“At Iberia Business Group we have a very strict salary policy which sets out the salary amount in accordance with the qualifications of an employee and type of work he is good at doing. Thus in the case of promotion the average salary increases from 10-20%.”
“At Geocell employee motivation plays an important part in human resource management. Approaches to HR management changes year by year, but the main criteria remain the same: a good working environment, employee benefits including giving of incentives and lastly an open relationship among the management and the rest of the employees,” said Mikhael Bregvadze, Director of Employee Services Division.
“We have two basic criteria: what and how a single employee gets promoted? Under the question ‘what’ is meant the achievement of the employee with regards to what he’s done for the company and ‘how’ refers to the reasoning of how the success was achieved. Thus the personnel not only has to demonstrate his/her personal achievements but also to be a part of the whole team and an active participant of it,” said Bregvadze.
“There are also exceptions when talking about the time frame of a promotion. If a newly recruited employee is very actively contributing to the company then we try to move him/her to a slightly higher position or involve him in some special project. By doing so we ensure that he will achieve higher margins for Geocell,” said Bregvadze.
“An increase in salary is of course associated with a promotion at Geocell. Depending on the position level and the department, an employee’s rise in salary also varies. On average the minimum increase in total salary is 10%. When Geocell is expanding, opening new offices etc, there are often incentives for employees to advance to higher positions in the shape of significantly increased salaries,” Bregvadze told The FINANCIAL.
“At Magticom employees get promoted after careful evaluation of their performance at their previous position. In addition they ought to have a high sense of responsibility, straightforward-thinking and dedication is what we value at Magticom,” said Nana Mukeria, MagtiCom, leading mobile communication company.
“In accordance with our salary arrangement system employees who get promoted get higher salaries depending on the position they are promoted to,” said Mukeria.
“Motivation at Magticom mainly comes under the incentives we frequently give our employees, almost every month,” said Mukeria.
“With respect to being an international holding company, the promotion process at TAV Georgia is performed in compliance with modern internationally accepted standards and criteria. Every employee’s performance is measured, evaluated and appraised in an elaborate way. There are numerous skills and levels of experience determining promotion within the company,” said Tea Zakaradze, HR at TAV Georgia.
“As a highly-reputable organization, TAV Georgia has established the following value chains used as a guideline in career advancement of human resources. An employee passes through several stages to get the desired high level job. Primarily personnel should prove the skills and knack to attain more sophisticated organizational goals demanded by the higher job position.”
“Time is one of the main determiners in the promotion process. An employee must follow the stages of development within the company. Due to the specifications of the aviation industry, our human resources are being improved gradually via trainings, on-the-job development, and as a result of this long-term process these individuals acquire the potential to be promoted. Thus time spent on the workplace is directly proportional to career growth. This is backed by evidence, as the more experienced employee is comparatively more productive and the outcome is commensurate with the expertise and knowledge employed in the corporate value creating process. Furthermore, as already mentioned, the other factors influencing an employee’s promotional profile are professionalism, motivation, time management skills, dedication to job, honesty and outcome-oriented attitude towards short and long-term objectives.”
“One’s salary increases proportionally to the level of promotion. In accordance with many human resources theories, money is one of the main motivators. Appropriate compensation triggers higher personal motivation and therefore contributes to the completion of the desired outcome. However money alone is not enough to foster good performance, for this reason we have implemented some non-cash motivators for our employees. Fundamentally, money and managerial motivators are apparently combined in one unified performance appraisal and compensation system based on Pay-For-Performance principles. To better perceive the relationships between salary and promotion steps, let’s look at the example of an employee from ground handling, one of our departments. An employee assigned to the full-time capacity of Driver/Operator is paid a salary in the range of 450-550 GEL, promoted to the position of Shift Supervisor gets a salary approximately equal to 700 GEL. After each performance appraisal survey, every employee undertakes a salary change in correspondence with the survey results.
Based on the fair appraisal and time spent at the workplace our employees feel themselves to be compensated in a rightful manner. This definitely increases personnel loyalty and full dedication to the company. We do believe that a combination of perceived salary and other fringe benefits motivate our staff to the full extent and these efforts spent will result in a more sophisticated and auspicious corporate culture,” said Tea Zakaradze.
“Regarding industrial expansion and staff size volatility it should be noticed that, due to the operational specifications of TAV Georgia (as the company operates an international airport) the number of staff does not change dramatically over time. However a permanent refreshment process provides the opportunity to us to hire new proactive and well-qualified employees essential for compliance of our operations with global aviation market trends. With respect to the fact that TAV Georgia is one of the largest employers in our country, the size of our personnel force is significant and for this reason managing it involves much effort, time and scrutiny. These statements can be proven by the HR turnover of the company for the three previous years, 2008 – 28.75%, 2009 – 18.56%, 2010 (passed months) – 2.91%. As can be observed from the above-mentioned data, the refreshment process tends to ameliorate the quality of Human Resources. Thus promotion at TAV Georgia is mainly backed not by the company enlargement process but by employees’ ongoing performance and their potential to occupy higher job positions.